Valuable employee quits what to do. Leave nicely. What mistakes should not be made when leaving. Statement of resignation as a form of protest

It is no secret that any successful company rests on patient and responsible employees. They are the protectors against troubles, market fluctuations and crisis. They know what and how to do it right. They can work on their day off, train newcomers, take on leadership responsibilities, and provide valuable insights when needed. If your “golden employee” decided to leave you, you should know that problems have begun in your company. In this article, you will learn how to keep a valuable employee from being laid off and prevent similar problems in the future.

The main reasons for dismissal

But then, at one point, your key employee writes a letter of resignation. What to do? Responsible and serious workers never step into the void. They have been thinking about leaving the company for months, looking for work,. It will not work to keep such an employee with empty chatter, since his application is a formality, which is the final touch in the process of changing jobs. But if you give a person guarantees and a clear vision of possible changes regarding pay and working conditions, career growth, your chances of retaining a valuable employee increase.

First, find out the true motive behind his decision. If a person opens up to you and reveals the motives for dismissal, then you have a chance to influence his decision.

There are three main reasons for dismissal:

low salary;
poor working conditions;
lack of professional recognition and career growth.

How to prevent the loss of valuable employees

The dismissal of a good employee suggests that the situation in the company is out of control. Employees are devoted to themselves, they are not watched, managers do not communicate with them, all their discontent, grievances remain with them. The employee sees that his problems are not needed by anyone, how to earn more, he does not know how to climb the career ladder, this is also a question. What to do? The decision was made - I need to change my job, maybe they will appreciate my abilities and allow me to realize myself.

The management of the company must monitor in order to timely respond to discontent and problems that have arisen. This can prevent valuable employees from leaving long before they have the desire to quit permanently and irrevocably.

Basic methods of retaining valuable employees

If your valuable employee has already decided on such a step, it will not be easy to keep him, but there is a chance. There are two methods to retain a valuable employee:

The method of intimidation and promises. It is based on intimidating the employee with the uncertainty and difficulties that he may face when looking for a job. For example: “You've been working here for five years. You know everyone. You are at home here. Why do you need difficulties? At Company X, for example, the worst employee of the month gets fired based on sales. Have you heard of this? We don't have that. The company has invested money in you in training, be grateful for that! " or “Let’s not rush! We are about to open a vacancy, we will consider your candidacy right away! " or “Are you sure that you will earn as much in a new place as here? Are you sure that the transition is deliberate and you will not regret it? "

This method works and is actively used in many companies. But this approach works only on soft people and even then not on all. If an employee is confident in himself and his abilities, he cannot be stopped in such ways. The method works great for those who succumbed to momentary emotions or the influence of someone else's opinion and thoughtlessly wrote a statement. Such arguments (see above) sober the employee, a sense of harsh reality returns to him, and temporary resentment fades away.

A method of action and loyalty. If you really want to retain a valuable employee, you need to provide guarantees that will make the person think and really stay with the company. Having identified the motive for dismissal, you can put pressure on this point and fix everything.

For example: “Okay, you're not happy with your salary, we'll fix that. I apologize for the unfair assessment of your contribution to the company - we will correct that too. Let’s take the application, and at the end of the day I’ll be ready to make you an offer that will take effect tomorrow. I promise you will love it! Then we will discuss everything " or “I agree that working late is exhausting and demotivating. It is very important for us that you continue to work within the walls of our company. We are ready to revise your schedule and make it more flexible. We will redistribute the load, give assistants " - this method of action and guarantees.

Nice, isn't it? The employer applies the method of action and loyalty when, indeed, with the departure of an employee, the company will face a collapse and large financial losses. In fact, the company becomes a hostage of such an employee until a “cheaper” candidate appears.

There are several opinions about monetary motivation. Many HR people argue that if an employee is dissatisfied with the salary, then there is no need to rush to raise it, you need to convey to him what his salary consists of - social package, corporate events, trainings. Then make sure that the salary is really mid-market, and if it is lower, then, of course, level it.

It is also believed that monetary motivation is one of the strongest for low and medium-paid professions. A person's dependence on money makes him work for two. But when he works for three and is paid as one, even the most patient employee won't last long. If an employee really has a valuable status, pay him as much as you can, you know that he will work out this money in full. Do not lead such specialists to run away from you with resentment, powerful anti-advertising and clients.

In positions where wages are in the thousands of dollars, monetary motivation stops working as chronic dependence on money disappears. A person measures his or her goods no longer in money, but in higher categories, for example: internal realization, ambitions, achievements, personal comfort.

Output

Despite all your efforts, it will be difficult for you to change the employee's decision, because he no longer trusts you, and may even be angry with the company. But the methods and techniques described in this article will help you do everything you can to keep a valuable employee from being fired and prevent employee turnover.

According to HeadHunter, the number of sales vacancies by the end of 2013 increased by 25% compared to 2012. So it's not hard to imagine a situation where a key sales person decides to leave the company. However, do not try to keep him - sometimes it is better to let the employee go. How to understand the reasons for the departure of a valuable manager and prevent further loss of staff?

If a resignation letter from a valuable or even a key commercial employee has landed on your desk, don't worry: every manager does it from time to time. As a rule, each company in such cases has its own corporate policy: somewhere it is not customary to persuade employees to change their decision, whether it is an ordinary manager or a top manager, but somewhere they keep valuable specialists, preparing a so-called counter-offender. By the way, employers are making counter-proposals more and more often (for more details, see the article "Trends-2014", "КД" "No." 1 for 2014. - Ed.).

Before reacting to the letter of resignation, conduct an initial analysis of the situation, try to understand the reasons why the employee decided to leave the company.

We conduct an interview with an employee: the main thing is trust and honesty

At this stage, your main task will be to find out the true reasons for leaving a specialist. There are two ways to get information. The first is to invite an employee to an open dialogue. Such a conversation can be conducted by the commercial director himself, if a trusting relationship has developed between him and the employee. It is important not to put pressure on the employee, you should not blame him, condemn his act and accuse him of ingratitude. Listen carefully to the interlocutor, ask more open questions that do not imply monosyllabic answers. Try to find out why he made such a decision, whether it is final or the situation can be corrected, what exactly served as a catalyst and other points. However, not everyone trusts the boss, so the employee may be insincere or not make contact at all. Then it will be better if an HR manager or a colleague he trusts speaks to him. Such conversations are very useful, because even if the employee cannot be dissuaded from dismissal, management will be able to identify problems that need to be addressed in order to avoid similar situations in the future.

The second way is to use the Secret Recruiter method. It cannot be classified as ethical, but it is used by some companies. So, a representative of a recruiting agency turns to the manager, wondering whether he is considering job offers, promising help in finding vacancies and, along the way, finding out the reasons for dismissal from his previous job. In addition to the ethical aspect, there is a risk that the employee will suspect something, so this method can be used only if the employee's resume is publicly available.

We analyze the received data

The exit interview data must be recorded. It is not necessary to use special programs for this - a table in Word or Excel is enough.

The classifier table will help to identify the systemic reasons for dismissals: an ill-conceived motivation scheme, a lack of career prospects or problems of relationships within the team. For example, we keep a card of dismissed employees in the 1C: Enterprise program (table). In this case, specific information is very important, therefore two levels can be distinguished in the classifier - general and private.
If desired, the manager can leave comments in the table in free form. Let's take a closer look at the three most common reasons for dismissal and the algorithm for working with each of them.

Reason 1. Low wages

It's no secret that sales managers are primarily focused on good material remuneration. If the employee who applied for resignation is dissatisfied with the salary, there is reason to think: is it worth keeping him, reviewing the level of remuneration only for him? As practice shows, even an increase in wages in such a situation can only keep an employee for a short time - he will still quit, just later, in a maximum of six months. However, some companies are going to revise wages in order to find a replacement for a specialist during this period.

It is important to find out if the manager told his colleagues about his decision. If so, it is all the more worth holding back, otherwise the group of the most valuable employees will receive leverage on management.

Preventive measures. One of the main ways to keep a sales manager in the company is to control the offers on the market. This includes the analysis of not only the average wage, but also the ratio of salary and percentage, the composition of the social package, the degree of comfort of working conditions.

Such monitoring should be carried out at least once every six months and be sure to include comparable companies in the study, that is, competing companies that may be potentially interested in your employees. A sales manager is, first of all, a businessman who can count well. And even if competing companies offer employees the same pay conditions, additional benefits, such as a company car or compensation for fuel and lubricants and mobile communications costs, may be a significant factor.

We conduct such a competitive analysis at least twice a year, and discuss the obtained data with the commercial director.
According to d headHunter Survey Data in 2013, 88% of companies recruit quit employees, and more than once. Thus, 42% of employers hired the same employee twice, and 22% - three or more times.

Reason 2. Lack of career growth

This is one of the most common reasons for dismissal. Numerous studies confirm that employee development is a key leadership tool in helping to reduce turnover, increase team engagement and productivity. Typically, an employee can stay with the company without moving up the career ladder for an average of three years. For sales managers, this period is usually even shorter - about two years.

Create a system of internal growth that would provide an increase in material rewards. The following development stages can be identified: junior manager, manager, senior manager, leading manager, supervisor. For each step, tasks and powers should be described. For example, a senior manager might be responsible for training new employees, supervising a group, or managing a specific product category. It is clear that the system itself may be different depending on the field of activity and the scale of the company.

Preventive measures. Even when applying for a job, you need to find out the factors of motivating the applicant. If he talks about the importance of a career, figure out exactly what he means. By career growth, some mean an increase in wages, others - getting the opportunity to lead a team, still others - the implementation of increasingly difficult tasks and so on. It is important to find out whether the employee himself made efforts for his own development (for example, received a second higher education, attended trainings, read professional literature, took on additional functions, made significant improvements in his field of activity) or his motivation in the field of career growth is purely consumer.

In the first case, we are dealing with motivated specialists - put them on a separate list. Along with the HR department, conduct interviews with these employees about their expectations from work in your company, draw up personal development plans. Identify the long-term and short-term goals and plans of key managers, their opportunities and concerns. Many companies provide the most valuable workers with benefits and / or set wages above the market average.

Reason 3. Poor relationship with management

The employee is likely to indicate this reason only in a personal conversation with the HR manager or with a trusted colleague. Therefore, when attending exit interviews, you are unlikely to hear such an explanation, especially if there is a high turnover in the department.

Preventive measures. They come to the company and leave the manager. Not all bosses have a good command of management skills, are able to correctly set tasks for employees and correctly respond to the results of their work.

Analyze how much time you spend communicating with subordinates, how many times they contact you to clarify the task at hand, how often you evaluate the work they have done and respond to the results. Do you communicate with them on an equal footing, discuss work issues as professionals or their opinion does not matter to you? To diagnose the level of loyalty and engagement of employees, it is very useful to conduct regular anonymous surveys - again in conjunction with the HR department. This will allow the leader to see himself from the outside, analyze his shortcomings and correct them.

Gamification as a motivational trend

The principle of gamification is becoming increasingly popular in the system of rewards and bonuses. Many large companies, for example, use the idea of \u200b\u200b"bonus accounts" that employees can replenish by doing something useful for the company (creating an innovative proposal, helping a colleague, showing outstanding results, taking part in an important project). The accumulated bonuses can be exchanged for prizes or other, intangible benefits.

Gamification engages employees in activities, activating the so-called competitive motive, hitting the competitive string. For example, in our company there is a motivational game "Increase your rating". Retail managers compete with each other according to certain rules. There are both individual and team ratings. Once a month, the best employees can choose a promotion of their choice from the corporate "prize menu". Those who manage to stay at the top of the rankings throughout the year are rewarded with a trip to the fashion capitals of the world, such as Milan or Vienna. The best team at the end of the year receives a merry New Year's party as an award.

Another option for implementing the principle of gamification is the badge system. The specialists of our retail network, who showed the highest results for the month, receive personalized "gold" badges with the words "Best Employee of the Month", which they wear at work.

The principle of gamification is best perceived by young people in generation Y; a certain percentage of conservatives who treat him with distrust or even skepticism are, as a rule, older people.

Despite the fact that this technique is relatively recent, it has already gained widespread acceptance and many leaders see it as a powerful motivation tool.

Finding out the reasons for dismissal

9 tips for keeping an employee in the company

Finding out the reasons for dismissal

In any organization, even the most high-quality, large and experienced, staff turnover is familiar. When a person really knows well and does his job, then everyone needs him, and it is naive to believe that “he will not go anywhere”. It is better to prevent the loss of specialists than to persuade them to return or look for new ones. Therefore, first of all, find out the reasons, even for simple conversations of subordinates on such topics. Forewarned is forearmed.

When you find out that your good employee wants to quit, the question naturally arises - how to keep him? And the first thing you should do is ask the person leaving the job directly. No one leaves work for no reason, and you need to find out if you want to avoid it. Once you find the reasons for the dissatisfaction, you can analyze them and change them. Thus, it will be possible not only to retain the existing people, but also to create the best conditions for beginners.

A very important point - the conversation with the one who wants to leave should not take place in the boss-subordinate format. If it is really important for you to understand how to keep this employee from firing, he should feel it. When your relationship is trusting, then the person will be honest with you, and you will get real reasons to work on, you can analyze them and eliminate them, if possible. Alternatively, you can use a survey. As a rule, in questionnaires, people answer more honestly and boldly.

After collecting the data and studying it, you can correct these conflict situations, both for an individual employee and for the entire staff.

Top - 5 motives for dismissal

Of course, having found out from one subordinate, you will not be able to compose the whole picture of what is happening, you will not know how many of them are still considering this possibility. Therefore, I have selected for you 5 most frequently arising controversial points, sufficient to leave the company. So:

It seems to a person that his work is underestimated.This is a very common reason for leaving. And this truth can happen, even through no fault of the leader. Each person wants to see their own significance for the company, their value. Demonstrate to people that what they do and what they get is very important to the organization and leadership.
The specialist is afraid of lack of growth.People, in general, can be ambitious and not very ambitious. With the latter, problems in this regard will not arise - they will be satisfied with their position for a very long time, if not always. But the former always want something more, higher, more responsible - moving forward on the career ladder. It is important for them to know that their bosses not only appreciate them, but also guarantee career growth.
Afraid that he is not coping with the tasks.This befalls all of us at different times. Someone at the beginning of their career, someone is already at the top. In all cases, there is only one way out - to prompt and help. A successfully completed business once a second does not cause such violent emotions.
Feels uncomfortable in a team. This happens very often, especially with beginners, and there are many reasons for this. To strengthen the team spirit, it is very useful to issue interesting team tasks, where everyone can work on an equal footing, arrange corporate events and “teambuildings”.
I did not find a common language with the leader.This can happen either through the fault of the subordinate or the boss. In any case, this frame is really important for the company, this issue will have to be resolved.
Financial moment.As you can see, this is not the most common reason for change of location. But the five most frequent are included. It often happens that everything in the company is good - “and the activity is interesting and useful, and the team with the management is excellent, only not enough money. And in the next office there are more ... ”. There is only one way out - offer and pay more than your competitors.

In addition to a selection of reasons for leaving, I have selected 10 effective tips for you on how to keep a good subordinate.

Provide development.
Your employee needs to know that he is not only doing well, but that you appreciate it. And what is the easiest and most effective way to do this? That's right, raise a specialist.
But this must also be done competently. Keep in mind that any manager will sooner or later reach his incompetent level. That is, if he copes well with any tasks in his department, it does not mean that he will be able to manage this department. The thoughtless promotion of such specialists causes harm both to them and to the business.
How then to proceed? Increase your subordinate's salary, and give him more complex and interesting things.
Listen.
This is another great way to show staff that their opinions and actions are important to you. Of course, you do not need to do absolutely everything that they advise you in pursuit of staff retention. But when these tips are rational and really timely - then they need to be followed, and always together with the subordinate who suggested it. In this way, the staff will really see their value and will strive to generate new great ideas.

Encourage creativity.
Following the previous tip will help you get your current business up and running, but there is something for the future as well. Many people like to create something new and interesting, and believe me, there are those in your organization. Give them the best resources and information, as well as freedom of thought, help them get creative. So you will not only unite the team, but also get brilliant ideas for development.

Get rid of ballast.
This is not easy, but absolutely necessary. As well as great and purposeful, ineffective and perpetually disgruntled people in any firm more than enough. It is with them that we must end our working relationship. Because no matter what you do - no matter how hard you try to improve your company, create favorable conditions for staff and a comfortable microclimate in the team - there will be few such people. What are they doing? That's right, they express dissatisfaction. But not to the management, but to their colleagues, thereby nullifying any efforts.
Also, those workers who simply cannot cope with the tasks should be included in this category. And say goodbye.

Work on intra-team friendships.
Engage people and increase productivity. Offer them competition. Form teams, give tasks, and be sure to provide a reward for the best and fastest execution. The staff will feel the spirit of competition and will strive to do better than others. It is interesting and exciting for any person, and they do not leave enterprises in which it is interesting to work. You, in turn, will get less staff turnover and improved performance.

Give creative freedom.
Yes exactly. Don't control every step of your people. They are so suffocate. Constant control is frustrating. They really know how to work better, how to achieve results faster and more efficiently. Follow this strategy - let's get the task and don't interfere! People value freedom very much.

Make friends with subordinates.
This is a controversial point. Not all companies have an opportunity for a leader to maintain friendly relations with his staff. This can be hindered by the status of the enterprise and the management itself, or the wide geography of offices, or long established subordinate relations within the team. But, if it seems possible for you and your company, it is worth working with it. When subordinates see that you see in them not only a working tool for making a profit, but also ordinary people, they will feel inner comfort. Agree, it's nice to work with those people who not only appreciate you, but also respect you.

Commit staff to your goals.
The company has a purpose, and people may not know it. Therefore, it is worth telling about it honestly and openly, showing the desired future to everyone. A person visualizes what he is working for. This will become his goal too. In addition, the more a specialist knows about the company's activities, the more actively he will be involved in the work.

Pay more than accepted.
Employee salaries can be not only competitive compared to other firms, but also significantly higher. It's corny, but it works. Each of the great specialists will sooner or later receive an offer from competitors, which will be “impossible to refuse”. But, if he already then has the highest income offered by others, no offer will become relevant. In the end, the salaries of the best people are high - a direct investment in the future of the entire company.

Well, now you've learned a lot about how to keep an employee from leaving., as many as 9 ways. Apply them in practice, all together, or selectively, and do not lose valuable personnel. Of course, do not forget to subscribe, leave your comments and opinions, feedback is very important to me! See you soon!

They accepted, trained and developed an employee, and he says that he wants to leave? To save a valuable frame, you need to delve into the motives of his dismissal. Listen to the reasons given by the employee and then you will understand how to act to keep the employee from being fired with minimal losses for the company.

The desire of a valuable employee to leave is not related to the amount of time he has worked in the company. This is an inner desire that he transferred to an outer one.

Advice: the official reason for leaving is not always the real motive. Some people are embarrassed to admit problems with colleagues or personal problems, so they give another reason. To keepthe quitting employee needs to work with the real reason for leaving.

There are various reasons that can encourage further care, both basic (“little money), which appeal to our basic needs, and internal (“ I see no point in work ”), which reveal a person's needs for self-development and self-expression.

Consider the main reasons for leaving and how to keep a good employee from getting fired.

Money is tight

Not a single employee will be able to perform his duties well if his head is occupied with thoughts of where to earn extra money before the paycheck. Before deciding this issue, it is worth analyzing the personnel market for the real level of salaries, since it may turn out that in this area the employee's salary is at the level. If there is potential for growth, it is worth considering.

Solution: discuss with employees their responsibilities and remuneration. It is not worth raising wages simply because of the fact of dismissal, since the situation may repeat itself in six months. Better think about improving the motivation system, introducing KPIs that will allow the employee to earn more.

If your salary is competitive, explain this to an employee. He, in turn, will bring logical arguments on which he needs to increase the salary. The very fact of a dialogue significantly increases the chances of a peaceful solution to the issue.

No premium

Often the salary level suits the employee, but he does not see significant changes in the salary or loses the motivation to perform the job well. For such workers, not only monetary motivation is important, but also other types of incentives for their work. Introduce the gamification of labor when there are team competitions to complete certain levels or plans.

Solution: strengthen the corporate culture of the enterprise. For example, supplement the motivation system with non-monetary rewards: tickets, gifts or trips. If your company is discharged frequently, it is probably worth bringing to the employees information about how you can get an award, by what criteria it is discharged.

Stuck on the career ladder

An employee may be happy with his financial situation, but he does not see development. In this case, an increase in wages or additional bonuses will lead nowhere. Being in the same position for a long time with an unchanging list of responsibilities leads to melancholy.

Solution: There is a vacancy, offer the employee a raise. If there are no vacancies, hand over a large project to his management, expand the scope of responsibilities, or give him a “nominal promotion” in which he becomes a senior employee with a small increase in salary and list of jobs.

I don't feel important at work

The employee can perform his duties well, be punctual and assiduous. But he doesn't feel recognized for his work and the importance of his decisions. This situation is demotivating and lowers self-esteem.

Solution: discuss with the employee his work, mention successful projects. It is important for him to hear that you appreciate his work and notice success. Talk about successful projects, what you liked about work, mention effective solutions. And in the future, do not ignore the merits of the employee, sometimes ordinary praise is enough to charge a person for productive work.

I see no point in my activities

Office workers do not always see the usefulness of their work, believing that they are just "sitting out their pants." If doctors and rescuers are aware of the benefits they bring to people, then representatives of other professions need to feel the return on their work.

Solution method: If talking about the effect of the work does not work, try a more radical method. Assign an employee to more global projects, preferably international in scope. When communicating with foreign colleagues, the employee's outlook expands. This allows you to look at your responsibilities in a new light.

If the company does not work with foreign colleagues, present the full scale of the company's work to the employee: tell him about the whole cycle of work that is happening, familiarize him with a different level of responsibilities. In this case, be sure to pay attention to the area of \u200b\u200bresponsibility that he is engaged in. So you will show him the importance of the contribution that is made to the common cause with his help.

The atmosphere within the team is not satisfied

Not all employees are ready to admit that they do not like the team. If this happened, then you should carefully consider this moment. Take a closer look at the atmosphere that prevails in the team. How enjoyable and enjoyable is she?

Solution: establish contact with subordinates, spend more time in their team. Communicate with managers more often as a team player rather than a boss. Since such a situation has arisen, it means that you need to work on the climate in a team.

Bad relationship with superiors

The employee reports this reason to the personnel officer during a weekend conversation or a close colleague. Rarely is an employee willing to honestly tell his superiors that it’s him. If there is a high turnover of staff, this situation needs to be paid close attention.

Solution method: take a closer look at the relationship with subordinates, how often you get feedback from them, how sincere it is. Let employees know they need honest feedback on collaboration to improve the situation.

If a bad relationship with a boss is an isolated case, it is worth trying to transfer the employee to another boss. In rare cases, people simply do not agree, and this issue will disappear when the leader changes.

Any employee, first of all, a person who can be overtaken by misfortunes and troubles. When he is going through a difficult divorce or grief from the loss of a loved one, it is better to turn off the demanding boss and understand him humanly.

Solutions: talk to the person heart to heart, listen to his worries and pain. Offer non-financial help, such as an extra vacation. If you are close enough, offer to meet outside of work for emotional relief. Don't leave an employee alone with your trouble. If there is no trusting relationship between you, tactfully ask a close colleague to support and encourage the employee. Show that the company cares about him and that he is cared for.

Good employees are valuable for their desire to learn, develop, and do everything better and more efficiently. If an employee is afraid of new responsibilities or doubts that he will be able to fulfill them well, you need to help him to overcome this fear.

Solution method: conduct training courses or trainings for the employee to improve their qualifications. You can send it to corporate training or external courses. This will give the specialist additional knowledge that will help him cope better with new responsibilities.

Useful: some employees may still leave after completing the courses, but with a higher qualification. To avoid this, conclude a contract that after completing the courses, the employee will be obliged to work for a certain period in the company. If he refuses, consider this point.

It is difficult to name a specific reason for leaving, but at the subconscious level it is clear that “everything is tired”. This does not always mean that a person wants to leave. Often after the end of a difficult project, a person has a feeling of devastation and severe fatigue.

Solution method: Offer the employee a little vacation so they can sort out their feelings. Very often, after such a rest, employees return active and motivated for new exploits.

What methods definitely can't be used?

There are points that must be taken into account:

never assume that an employee's only motivation is money. Be sure to delve into what is happening and the context of the dismissal.
you should not intimidate the employee with the crisis in the labor market and insult him. Don't take personal care. Work is work, so you need to solve the situation with a sober head and from a business point of view.
the promise of mountains of gold will not help retain a valuable employee, nor will insults and threats.
be friendly and polite regardless of the reason for leaving.
do not appeal to friendly relations, elevating dismissal to betrayal.
do not try to retain an employee by using his colleagues for this.
eliminate the thought of dark retention methods.

It turned out to save the employee. What do we do next?

After the employee has decided to stay, it is worth taking a closer look at him. Dismissal is the first call that there are things that do not suit the employee. If they are not eliminated, then his dissatisfaction can spread to other employees. This can lead to massive layoffs.

Depending on the situation, adjust your actions and take into account possible scenarios. Remember, if the employee again brings a letter of resignation after a short time, it is better to let go. At this stage, the statement becomes a means of manipulation and the continuation of cooperation will not lead to anything good.

According to a 2017 study, 73% of Russians are satisfied with their job. At the same time, only 37% are satisfied with the size of the salary.
53% of respondents agree to receive lower wages if they have food, entertainment in the office and flexible hours at work.
79% of those surveyed said that their strengths are in demand in the workplace and they find their potential fulfilled in work.

The employee, then, is quitting, but you suddenly decided to keep him, comrade boss? Of course, the company does not keep anyone, but this is until the first dismissal of the pros.

Not all managers appreciate the rank-and-file workers at their true worth.

When their patience bursts, they, with genuine psychosis, write a statement of their own free will.

The easiest way is to fire an employee, because in the era of unemployment it is not difficult to find a replacement.

It only seems so. Horseradish on a finger can also be replaced. Just what will come of it?

If you are a wise boss, try to retain the employee by putting into practice 4 helpful tips.

* If an employee leaves, having clearly stated their intention to work in another office, politely ask what attracted him.

If the budget of the company allows, throw in a salary, saying that you appreciate everything that the person who decided to quit has done for the company.

* In the event that an employee breaks down, he is simply tired of working in a stupid mess, it will not be easy to keep him.

He can come up with anything, knowing in advance that he will be persuaded.

As a big boss, you don't want to stoop to an apology either.

And the employee, believe me, is not a fool, because he perfectly understands that there will be no order in your company.

Even an increase in salary does not appeal to him.

There is only one thing to do: wait until he “cools down” and withdraws his letter of resignation himself.

If this does not happen, you will lose a valuable employee.

There was nothing to “wear a crown”. The boss means nothing if the lower classes start to work badly.

* You can retain a resigning employee if his decision is related to a specific person.

Perhaps your deputy did not behave very competently, deciding to crush an employee involved in several directions at once.

He was sick and tired of being “torn”, constantly looking for excuses.

If it is possible to isolate an enraged employee from a series of stupid commands, give him the opportunity to complete one assignment first, and then take on the second.

Even I do not tolerate dual power.

The boss must be alone. The rest of the orders, please go through it.

* When an employee leaves due to fatigue, not provided leave, you must understand that a person cannot work without rest.

And he is not worried about the fact that you plow without “checkpoints”.

Excuse me, you have a big boss, what is your salary?

Probably 5 times more than the employee who decided to quit?

Then you can die at work, and those who receive a pittance will find an office where, at least partially, the Labor Code of the Russian Federation is observed.

Well, now you can try all this in practice.

Any employee from a lower rank can be hunchbacked for 3 kopecks, if his management does not shift other people's responsibilities onto his tired shoulders.

The material was prepared by me- Edwin Vostryakovsky.

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How to dissuade an employee from quitting

Now I will try to consider the opposite situation. A subordinate came to you and expressed a desire to leave your organization. We proceed from the fact that you need this employee as a qualified personnel, or his departure may destabilize the situation in the assigned unit, or there is some other very important reason to persuade him to stay.

I'll make a reservation right away: if a person has already firmly decided everything for himself, mentally burned all the bridges to retreat, agreed to arrange for another job, then it will be extremely difficult to persuade him. If only, for example, do not kneel down, tearfully begging to stay ...

Even if the appearance of a resigning employee to you was not included in your plans and became a surprise, then, first of all, you need to humanly approach this issue and remember that the employee will not work for you forever anyway. Sooner or later, the moment of dismissal may come, and you will not be able to do anything about it. At most, move the date of departure to a later or indefinite period.

So, after reflecting on the situation, weighing all the pros and cons, you came to the conclusion that the time is not yet. As a result of clarifying the reasons for the dismissal from the employee, you understand that he was simply tired of the job, or he has not yet decided on further plans, or that he is going to leave you because of a trifling, completely resolvable issue ...

In general, you see in the employee a “shadow of doubt” about the correctness of his deed. This is your chance. Only on doubt you can play and convince a person in his decision. I would say that a “spark” of doubt can always be used to fan a whole “fire”.

The main thing is to choose the right arguments and loosen the scales of decision-making. I tried to outline the concepts of loosening techniques in the post How to impose your idea on subordinates.

An employee came to you and brought letter of resignation at will. It would be silly if you, without asking the reasons, just sign the statement. If I were an employee, I would have thought that no one really needed me here, and would have even more affirmed in the correctness of my decision.

So it is necessary to find out reason... It is important to remember that the cause can only be a consequence of another problem, which means that what the employee told you is just the tip of the iceberg. To find out the root cause, you have a long conversation, but by hook or by crook you need to get to the stumbling block - the main question tormenting the employee.

If you can solve this issue, your authority will grow even more in the eyes of the employee, but he himself, having received an alternative solution to the problem that tormented him (which was the reason for his dismissal), will kindly agree to work under your supervision for some time.

One of the most frequent reasons the desire to quit is the search for a “better place”, the same reason can be equated with the state of “everything is enough”. In this case, you can try to draw perspectives on the new job and compare them with the current job.

Believe me, there are many arguments in favor of staying: a familiar, well-established team, long-understood principles of work, no need to retrain, retrain, an understandable and predictable remuneration system, motivation systems, a good schedule, overtime if possible, etc.

What's in a new place? New sensations? And how long will they last - a month or two? And then a new job again? After all, with each new place of work, it becomes more difficult to surprise us, and it takes less and less time to adapt. To be in constant search is not an option.

How then to solve the problem of obtaining new sensations? Very simple - HOBBIES! Any person accumulates negative from work, sooner or later he stops giving all the best in the workplace. What for? This will surprise no one, the leader will not even praise, and if the difference is not visible, why tear up… spoil your nerves? And you need to spend energy somewhere, because we all dream of something, we all want to do great things.

And you need to start small. In your free time, you can try to implement some of your own project, which in the future can become a source of good income. Or go hunting with friends, but you never know what else you can do? After all, admit to yourself that there is something in the world that brings you pleasure.

So pay attention to THIS in your free time. Just doing nothing on the weekend means giving up and putting up with everything that can happen in your life. A rolling stone gathers no moss. Get up off the couch and go do it through force. Later, you realize that IT really gives you pleasure, and as a result of such personal labor, you have a sense of satisfaction, and not uselessness, as in an official job.

Again, there are a lot of reasons leading the employee to the idea of \u200b\u200bquitting. You cannot consider all of them, but the manager must be ready to identify them and, most importantly, solve them, because if he does not offer a sensible solution, then he will not see the employee. And a qualified cadre will go to raise virgin soil in another office.

In any case, successful or not, the leader must understand that the precarious balance in which bosses and subordinates are located is temporary. And don't get yourself killed by failure. It was not possible to dissuade him from dismissing this employee - try your hand the next time someone else “breaks down” ...

Read also: Order on recalculation of wages - sample

How to retain a valuable employee

We study the reasons for leaving and take effective measures

If a resignation letter from a valuable or even a key commercial employee has landed on your desk, don't worry: every manager does it from time to time. As a rule, each company in such cases has its own corporate policy: somewhere it is not customary to persuade employees to change their decision, whether it is an ordinary manager or a top manager, but somewhere they keep valuable specialists, preparing a so-called counter-offender. By the way, employers are making counter-proposals more and more often (more on this in the article "Trends-2014", "KD" "No." 1 for 2014. - Ed.).

Before reacting to the letter of resignation, conduct an initial analysis of the situation, try to understand the reasons why the employee decided to leave the company.

We conduct an interview with an employee: the main thing is trust and honesty

We analyze the received data

The exit interview data must be recorded. It is not necessary to use special programs for this - a table in Word or Excel is enough.

The classifier table will help to identify the systemic reasons for dismissals: an ill-conceived motivation scheme, a lack of career prospects or problems of relationships within the team. For example, we keep a card of dismissed employees in the 1C: Enterprise program (table). In this case, specific information is very important, therefore two levels can be distinguished in the classifier - general and private.
If desired, the manager can leave free-form comments in the table. Let's take a closer look at the three most common reasons for dismissal and the algorithm for working with each of them.

Reason 1. Low wages

It's no secret that sales managers are primarily focused on good material remuneration. If the employee who applied for resignation is dissatisfied with the salary, there is reason to think: is it worth keeping him, revising the level of remuneration only for him? As practice shows, even an increase in wages in such a situation can only keep an employee for a short time - he will still quit, just later, in a maximum of six months. However, some companies are going to revise wages in order to find a replacement for a specialist during this period.

Such monitoring should be carried out at least once every six months and be sure to include comparable companies in the study, that is, competing firms that may be potentially interested in your employees. A sales manager is, first of all, a businessman who can count well. And even if competing companies offer employees the same pay conditions, additional benefits, such as a company car or compensation for fuel and lubricants and mobile communications costs, may be a significant factor.

Reason 2. Lack of career growth

Reason 3. Poor relationship with management

Gamification as a motivational trend

The principle of gamification is becoming increasingly popular in the system of rewards and bonuses. Many large companies, for example, use the idea of \u200b\u200b“bonus accounts” that employees can replenish by doing something useful for the company (creating an innovative proposal, helping a colleague, showing outstanding results, participating in an important project). The accumulated bonuses can be exchanged for prizes or other, intangible benefits.

Read also: Remuneration for disabled people with reduced working hours

Gamification engages employees in activities, activating the so-called competitive motive, hitting the competitive string. For example, in our company there is a motivational game “Increase your rating”. Retail managers compete with each other according to certain rules. There are both individual and team ratings. Once a month, the best employees can choose a promotion to their taste from the corporate "prize menu". Those who manage to stay at the top of the rankings throughout the year are rewarded with a trip to the fashion capitals of the world, such as Milan or Vienna. The best team at the end of the year receives a merry New Year's party as an award.

Another option for implementing the principle of gamification is the badge system. The specialists of our retail network, who showed the highest results for the month, receive personalized “gold” badges with the words “Best Employee of the Month”, which they wear at work.

The principle of gami cation is best understood by young people in Generation Y; a certain percentage of conservatives who treat him with distrust or even skepticism are, as a rule, older people.

Despite the fact that this technique is relatively recent, it has already gained widespread acceptance and many leaders see it as a powerful motivation tool.

Mass media about the presentation of a new capsule collection of shoes and accessories by Evelina Khromchenko and Econika

How to keep an employee who wants to quit

Photo source

We hired, trained, adjusted work processes - and suddenly a statement “of their own free will” falls on the table. Before firing a valuable employee, it's worth considering why they want it and then deciding how to keep them. Rjob learned whether it is worth making concessions to the requirements of the resigning person and how to do it with minimal losses for the company.

Dominant motivator or reason for leaving

Nobody quits "just like that" and "nowhere", most often an employee has internal reasons to change jobs. Having understood and eliminated them, you can remove the question of finding new personnel - when the person is satisfied with everything, there will be no need to leave the company.

In order to identify motives for dismissal, it is important to understand what attracts an employee and what he is trying to avoid. What tasks did he solve with ease, what projects did he undertake himself, in what issues did he volunteer? Did the person work alone or in a team, supervise the process, generate ideas, have the opportunity to work without control, in a free schedule or remotely, receive remuneration? And the employee's story about the new place of work will help to understand the negative aspects, even if he has not found it yet. What would he like: not to get to work for so long, not to be late in the evenings, not to be nervous, not to stop developing? All of these “nots” almost certainly torment the staff at the current company.

Olga Ovchinnikova

All this is clarified within the framework of Exit Interview - a meeting with an employee, after which much becomes clear about the person and the atmosphere in the team. At the end, I warn you that I would like to meet again for a short conversation, before which I will think about the next steps and realize the value of a person for the company, his prospects, and ways to retain him.

A person may outgrow the position, responsibilities may seem too familiar to him, he may want professional growth. Or he lacks an element of creativity in his daily routine. Perhaps he has lost the feeling of being needed. The motive for leaving has to be literally unearthed at the meeting. For the most part, people tend to give formal answers, which, as it seems to them, are clearer to the manager than self-realization or psychological moments.

"I want a big salary"

Raising wages is both the most frequent demand and the most popular measure of employee retention. But, oddly enough, the least effective.

An increase in wages should not be a reason to continue working, - says Olga Ovchinnikova. Because if an employee is motivated only by the financial aspect, sooner or later he will go to the one who pays more. And this can happen at an inopportune moment for the company - in the middle of a project or during holidays when it is difficult to find a replacement.

Another weighty reason not to make concessions when discussing salaries is the need to revise it not for one person, but for the entire department, division or company. After all, other employees can find out about the promotion, and then problems will not end. However, this theory does not work if the salary in the company is indeed below the market average. In this case, on one loyalty, employees will not last long and will get together with competitors.

Offer the employee a rational option - review the remuneration system, make it more efficient and optimize the staff. Perhaps two employees will do a much better job than three if the freed up rate is divided in half? Or divide the salary into a fixed part and a "deal", set bonuses for fulfilling or overfulfilling the plan. Even if, in fact, wages remain at the same level, the very opportunity to earn more motivates.

It will not be superfluous to tell the employee about the cost of the social package - free meals, compensation for mobile communications and transportation costs, corporate events and training. This will help the resigning person to reasonably assess whether he has taken into account all the important factors when moving to a new job and whether the large salary is worth such losses.

"I'm bored, I'm thinking of changing my occupation"

An employee who has reached the ceiling in the company is bored and mentally thinks about what else to do. A standard promotion will not always help here, although for some it will be enough to feel their own worth and receive privileges.

Olga Ovchinnikova
COO Wyser (Gi Group International Personnel Holding)

If the average age of employees is 25+ (the so-called “generation Y”), then they cannot be kept by simply changing their position. It is important to give meaning to their daily activities, to show that the company values \u200b\u200btheir professional qualities, experience and personality traits, to demonstrate the development horizons and offer the necessary tools for this. If an employee lacks creative implementation in his daily routine, then we involve him in projects related to corporate charity or internal PR events (corporate events, promotions, contests).

A bored employee can become a valuable asset - precisely because “out of boredom” he comes up with ways to optimize the process, achieve great results, and knows where it is most useful. It is worth listening to him, and a new position will appear by itself.

"My job is useless"

Police officers, doctors and rescuers need to be motivated to work much less than "office plankton", because they already know what benefits they bring to people. Even children are much harder to teach new skills if they don't see the point in it and don't understand why they need it! What can we say about adults who are engaged in "nonsense" day after day.

In this case, Olga Ovchinnikova advises to transfer the employee to more global projects, events in which representative offices from different countries participate. This broadens the professional horizons, establishes communication with colleagues abroad and has a positive effect on the perception of oneself as a person.

But even if there are no more global projects in the company, a simple explanation of the value of routine operations can radically change the idea of \u200b\u200ban employee about his duties. After all, he may not realize that the management values \u200b\u200bhimself and the operations performed.

"I can't handle it"

Concerns expressed by those quitting about the proportionality of responsibilities and abilities indicate two problems: the desire to develop or simple fatigue. Talented and truly valuable employees strive to work more efficiently and better. That is why they are valuable! Therefore, studying is a good alternative to leaving the company.

Olga Ovchinnikova notes that the tense state of staff is directly related to the amount of professional knowledge. To relieve the fear of not being able to cope, it is enough to train such an employee within the framework of corporate courses or from an external provider.

But in this case, it is worth making sure. If a person already intended to leave the company, then after studying and improving his qualifications, it will be easier for him. Conclude a contract, according to which, after training, the employee will be obliged to apply the knowledge gained in your company. Refusal of such an offer will clearly betray a self-serving person who wants to squeeze the maximum before dismissal.

"I feel uncomfortable in the team"

Layoff prevention should be carried out from the very first day of an employee's work in the company, and there is nothing better than warm, trusting relationships with subordinates and colleagues. A competent adaptation procedure will help to avoid problems and conflicts, and team building and corporate events will cost less than the constant “turnover” in a team with an unhealthy atmosphere.

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