A valuable employee quits what to do. Leave beautifully. What mistakes should not be made when leaving. Resignation as a form of protest

It's no secret that any successful company rests on patient and responsible employees. They are the safeguards against troubles, market fluctuations and crisis. They know exactly what to do and how to do it right. They can work on their day off, train newcomers, take on leadership responsibilities, and help with valuable ideas at the right time. If your "gold employee" decided to leave you, know that problems have begun in your company. In this article, you will learn how to keep a valuable employee from leaving and prevent similar problems in the future.

Main reasons for dismissal

But here, in one beautiful moment your key employee is writing a letter of resignation. What to do? Responsible and serious workers never take a step into the void. They think over their departure from 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 development- your chances of retaining a valuable employee increase.

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

There are three main reasons for leaving:

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

How to prevent the layoff of valuable employees

The dismissal of a good employee indicates that the situation in the company is out of control. Employees are devoted to themselves, they are not monitored, managers do not communicate with them, all their dissatisfaction and resentment remain with them. The employee sees that no one needs his problems, how to earn more he does not know how to climb career ladder, also a question. What to do? The decision has been made - I need to change jobs, maybe they will appreciate my abilities and allow me to realize myself.

The company's management must monitor in order to respond in time to dissatisfaction and problems that have arisen. In this way, you can prevent the departure of valuable employees long before they have the desire to quit completely and irrevocably.

Key Methods for Retaining Valuable Employees

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

Method of intimidation and promises. It is based on the intimidation of the employee by the uncertainty and difficulties that he may face when looking for a job. For instance: “You have been working here for five years. You know everyone. You are at home here. Why are you having difficulty? In company X, for example, the worst employee of the month is fired based on sales results. Heard about this? We don't have that. The company in you has invested money in training, be grateful for it!” or "Come on, don't be in a hurry! We are about to open a vacancy, we will consider your candidacy immediately! or “Are you sure that you will earn as much in a new place as here? Are you sure that the transition is considered and you will not regret it?

This method works and is actively used in many companies. But this approach only works on soft people, and even then not on everyone. 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 up the employee, a feeling of harsh reality returns to him, and temporary indignation fades.

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

For instance: “Okay, you are unhappy with your salary, we will fix that. I apologize for the fact that we unfairly assessed your contribution to the company - we will correct this too. Let's you pick up the application, and at the end of the day I'll be ready to make you an offer that will come into force tomorrow. I promise you will like it! Then we'll discuss everything." or “I agree that working late is draining and demotivating. It is very important to us that you continue to work within the walls of our company. We are ready to review your schedule and make it more flexible. We will redistribute the load, give assistants"- this method of action and guarantees.

Beautiful, isn't it? The method of action and loyalty is used by the employer when, indeed, with the departure of an employee, the company is waiting for 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 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 - a social package, corporate parties, trainings. Then make sure that the RFP is really the average market, and if it is lower, then, of course, equalize it.

There is also an opinion 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 will not last long. If the employee really has a status - valuable, pay him as much as you can, you know that he will work this money in full. Do not let such specialists 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 the chronic dependence on money disappears. A person measures his benefits no longer in money, but in higher categories, for example: internal realization, ambitions, achievements, personal comfort.

Conclusion

Despite your best efforts, it will be difficult for you to change the employee’s decision, because he no longer trusts you, and maybe even angry at the company. But the methods and methods described in this article will help you do everything possible to keep a valuable employee from being fired and prevent employee turnover.

According to HeadHunter, the number of vacancies in sales by the end of 2013 increased by 25% compared to 2012. Therefore, it is not difficult 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 the loss of staff in the future?

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

Before responding to a letter of resignation, swipe primary analysis situations, 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 the departure of a specialist. There are two ways to get information. The first is to invite an employee to open dialogue. Such a conversation can be held 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 reproach him, condemn his act and accuse him of ingratitude. Listen carefully to the interlocutor, ask more open questions that do not require 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 whom he trusts will communicate with him. Such conversations are very useful, because even if the employee cannot be dissuaded from quitting, 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, the manager is approached by a representative recruiting agency, wondering if he is considering job offers, promising to help in finding vacancies and, along the way, finding out the reasons for dismissal from former place work. In addition to the ethical aspect, there is a risk that the employee will suspect something, therefore this method can only be used if the employee's resume is publicly available.

We analyze the received data

Exit interview data should 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 identify systemic causes layoffs: an ill-conceived motivation scheme, lack of career prospects or relationship problems within the team. For example, we keep a card of laid-off employees in the 1C:Enterprise program (table). In this case, specific information is very important, so two levels can be distinguished in the classifier - general and particular.
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 rewards. If the employee who submitted the resignation letter is dissatisfied salary, there is reason to think: is it worth keeping him, revising the level of remuneration only for him? As practice shows, even a salary increase in such a situation can only keep an employee for a short time - he will quit anyway, just later, in a maximum of six months. However, some companies are going to review salaries 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 yes, it is all the more not worth keeping, otherwise the group of the most valuable employees will receive leverage on the management.

preventive measures. One of the main ways to keep a sales manager in a company is to control offers in the market. This includes an 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 must be carried out at least once every six months and it is imperative 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 knows how to count well. And even if competing companies offer employees the same wage conditions, additional benefits, such as a company car or reimbursement for fuel and mobile communications costs, may be a significant factor.

We conduct such competitive analysis at least twice a year, and discuss the results with commercial director.
According to d according to a survey conducted by HeadHunter in 2013, 88% of companies hire quit employees, and not even 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 managerial tool to help reduce turnover, increase team engagement and productivity. As a rule, an employee can stay in a company without promotion 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 also provide an increase in material rewards. The following stages of development can be identified: junior manager, manager, senior manager, lead manager, supervisor. For each step, tasks and authorities should be described. For example, a senior manager's responsibilities might include training new hires, mentoring a group, or managing a particular 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 motivation of 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, others - performing 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, achieved 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 - add them to the separate list. Interview these employees with Human Resources about their expectations of working for your company and develop personal development plans. Identify long and short term goals and plans key managers, their opportunities and fears. Many companies provide benefits to their most valuable employees and/or establish wages above the market average.

Reason 3. Poor relationship with management

The employee will most likely indicate this reason only in a personal conversation with an HR manager or with a colleague whom he trusts. Therefore, you are unlikely to hear such an explanation when you are present at the exit interview, especially if the department has a high turnover of personnel.

preventive measures. They come to the company, and leave the head. Not all bosses are well versed in management skills, able to competently 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, how often you evaluate their work and speak about the results. Do you communicate with them on an equal footing, discuss work issues like professionals, or does their opinion not matter to you? To diagnose the level of loyalty and engagement of employees, it is very useful to conduct regular anonymous surveys - again, together 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 "bonus accounts" that employees can replenish by performing some action useful for the company (creating an innovative offer, helping a colleague, showing outstanding performance, taking part in important project). Accumulated bonuses can be exchanged for prizes or other intangible benefits.

Gamification involves employees in activities, activating the so-called competitive motive, hitting the string of competition. For example, our company has a motivational game "Increase your rating". Managers retail network compete with each other according to certain rules. There are both individual and team ratings. Once a month, the best employees can choose an incentive 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 fun New Year's party as a bonus.

Another way to implement the principle of gamification is the badge system. Specialists of our retail network, who showed the highest results for the month, receive personalized "gold" badges with the inscription " Best Employee months" worn at work.

The principle of gamification is best perceived by young generation Y people; 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 has appeared relatively recently, it has already gained wide acceptance and many leaders consider it a powerful motivational tool.

Finding out the reasons for dismissal

9 tips to keep an employee in the company

Finding out the reasons for dismissal

In any organization, even the most high-class, large and experienced, staff turnover is a familiar thing. When a person really knows and does his job well, 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 for even 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 quitter directly. No one leaves work for no reason, and you need to find out if you want to avoid it. Having discovered the reasons for discontent, you can analyze them and change them. Thus, it will be possible not only to save existing people, but also to create best conditions for newbies.

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

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

Top 5 reasons to quit

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

It seems to a person that his work is underestimated.This is indeed a very common reason for leaving. And this truth can happen, not even through the fault of the leader. Each person wants to see his significance for the company, his value. Demonstrate to subordinates that the work they do and the result they get is very important for the organization and management.
The specialist fears the lack of growth.People, in general, can be ambitious, and not so ambitious. There will be no problems with the second ones in this regard - they will be satisfied with their position for a very long time, if not always. But the first always want something more, higher, more responsible - moving forward on the career ladder. It is important for them to know that the authorities not only appreciate them, but also guarantee career growth.
Fear of not being up to the task.It comes to all of us, at different times. Someone at the beginning of a career path, someone already at the top. In all cases, there is only one way out - to prompt and help. Successfully completed business once in the second no longer causes such violent emotions.
Feels uncomfortable in a group.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 parties and “team buildings”.
I did not find a common language with the leader.This can happen both through the fault of the subordinate and 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 place. But it's in the top five. It often happens that everything in the company is good - “both the activity is interesting and useful, and the team with the bosses are excellent, only there is not enough money. And there are more in the next office…”. There is only one way out - offer and pay more than competitors.

In addition to a selection of motives for leaving, I also picked up 10 effective tips for you on how to keep a good subordinate.

Provide development.
Your subordinate needs to know that he is not only doing a good job, but that you appreciate it. What is the easiest and most efficient way to do this? That's right, promote a specialist.
But it also needs to be done correctly. 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 succeed in leading this department. The thoughtless promotion of such specialists causes harm to both them and the business.
How then to act? Increase your subordinate's salary, and give him more complex and interesting things to do.
Listen.
This is another great way to show staff that their opinions and actions matter to you. Of course, you don't need to do absolutely everything that they advise you to do in pursuit of retaining personnel. But, when these tips are rational and really timely, then they need to be followed, and always 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.
By following the previous advice, you will be able to improve your present affairs, but there is something for the future. Many people like to create something new and interesting, and believe me, there are some in your organization. Provide them with the best resources and information, as well as freedom of thought, help them to be creative. So you not only rally the team, but also get brilliant ideas for development.

Get rid of the ballast.
This is not easy to do, but absolutely necessary. As well as great and purposeful, inefficient and perpetually dissatisfied people in any firm more than enough. That's with them and you need to end the working relationship. Because no matter what you do - no matter how hard you try to improve your enterprise, create favorable conditions for staff and a cozy microclimate in the team - such people will not be enough. And what do they do? That's right, they express dissatisfaction. But not to the management, but to their colleagues, thereby nullifying any zeal.
Also in this category should be attributed those workers who simply do not cope with the tasks. And say goodbye.

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

Allow creative freedom.
Yes exactly. It is not necessary to control every step of your people. They are so suffocated. Constant control is annoying. They really know how to work better, how to achieve results faster and more efficiently. Follow this strategy - give the task, and do not interfere! People value freedom very much.

Make friends with subordinates.
This is a moot point. Not all companies have the opportunity for the manager to maintain friendly relations with his staff. This may be hindered by the status of the enterprise and the management itself, or the wide geography of offices, or long-established subordination relationships 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 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.

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

Pay more than accepted.
Salaries of workers can be not only competitive in comparison with other firms, but also significantly higher. It's trite, but it works. Each of the great specialists will sooner or later receive an offer from competitors, from which it 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 personnel 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 hired, trained and developed an employee, and he says that he wants to leave? To save a valuable shot, you need to delve into the motives for his dismissal. Listen to the reasons that the employee gives and then you will understand how to act in order 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 that he has worked in the company. It is an inner desire that he transferred to the outer.

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

There are various reasons that can encourage further care, both basic (“not enough money”), which appeal to our basic needs, and internal (“I don’t see the point in working”), which reveal a person’s needs for self-development and self-expression.

Consider the main reasons for leaving and ways to keep a good employee from being 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 salary. Before solving this issue, it is worth analyzing the personnel market for the actual level of salaries, since it may turn out that in this area the salary of an employee is at the level. If there is potential for growth, it is worth considering.

Solution way: Discuss with employees the duties they perform and their pay. Raising wages simply because of the fact of dismissal is not worth it, since the situation may repeat itself in six months. Better think about increasing the motivation system, implementation of KPI which will allow the employee to earn more.

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

No premium

Often the level of salary suits the employee, but he does not see significant changes in salary or loses motivation for quality work. For such workers, not only monetary motivation is important, but also other types of incentives for their work. Enter the gamification of work, when team competitions will go for the fulfillment of certain levels or plans.

Solution way: amplify corporate culture enterprises. For example, supplement the motivation system with non-monetary rewards: tickets, gifts or vouchers. If at your enterprise they are issued frequently, it is probably worth conveying to employees information about how you can receive a bonus, according to what criteria it is issued.

Stuck on the career ladder

An employee can be satisfied with his financial position, but he does not see development. In this case, the salary increase additional bonuses lead to nothing. Long stay in the same position with the same list of responsibilities introduces melancholy.

Solution way: There is a vacancy, offer the employee a promotion. If there are no vacancies, put him in charge of a major project, expand the scope of his duties, 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

An employee can perform his duties well, be punctual and assiduous. But he does not feel the recognition of his work and the importance of his decisions. This situation is demotivating and lowers self-esteem.

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

I see no point in my work

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. When communicating with foreign colleagues, the employee's horizons expand. This allows you to look at your responsibilities in a new light.

If the company does not work with foreign colleagues, present to the employee the full scale of the company's work: tell him about the whole cycle of work that is taking place, introduce him to a different level of responsibilities. At the same time, be sure to pay attention to the area of \u200b\u200bresponsibility in which he is engaged. So you show him the significance of the contribution that is made to the common cause with his help.

Dissatisfied with the atmosphere within the team

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 reigns in the team. How pleasant and workable is she?

Solution way: establish contact with subordinates, spend more time in their team. Communicate with managers more often as a team player, not a boss. Since such a situation has arisen, it means that we need to work on the climate in the team.

Bad relationship with superiors

The employee reports this reason to the personnel officer during an exit conversation or a close colleague. It is rare when an employee is ready to honestly tell his superiors that the matter is in him. If there is a high turnover of staff, this situation should 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 that they need honest feedback about the collaboration to improve the situation.

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

Any employee, first of all, is 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 as a human being.

Solutions: talk heart to heart with a person, listen to his anxieties and pain. Offer non-financial assistance, such as emergency leave. If you're close enough, offer to meet him outside of work for emotional relief. Do not leave an employee alone with his trouble. If there is no trusting relationship between you, tactfully ask a colleague close to him to support and encourage the employee. Show that he cares about the company and that they care about him.

Good employees are just 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 perform them well, you need to help him overcome this fear.

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

Healthy: some employees may still leave after completing the courses, but with higher qualifications. To avoid this, conclude a contract that after completing the courses, the employee will be required to work for a certain period in the company. If he refuses, take this into account.

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 completing a difficult project, a person has a feeling of devastation and severe fatigue.

Solution method: offer the employee a short vacation in which he can sort out his feelings. Very often, after such a rest, employees return active and motivated for new exploits.

What methods should definitely not be used?

There are some points that must be taken into account:

never assume that an employee's only motivation is money. Be sure to understand what is happening and the context of the dismissal.
do not intimidate the employee with a crisis in the labor market and insult him. Don't take care personally. 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, as will insults and threats.
be friendly and polite, regardless of the reasons for leaving.
do not appeal to friendly relations, raising dismissal to betrayal.
do not try to keep an employee by using his colleagues for this.
eliminate the thought of dark methods of retention.

Managed to keep the employee. What do we do next?

After an employee has decided to stay, it is worth looking at him. Dismissal is the first call that there are things that do not suit the employee. If they are not eliminated, then his discontent can pass to other employees. This can lead to mass layoffs.

Depending on the situation, adjust your actions and take into account possible scenarios. Remember, if the employee again after a short time brings a letter of resignation, 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 jobs. At the same time, only 37% are satisfied with the salary.
53% of respondents agree to receive lower wages if there is food, entertainment in the office and the possibility of flexible working hours at work.
79% of the respondents stated that they strengths are in demand in the workplace and they find the realization of their potential in work.

The employee, then, is resigning, and you suddenly decided to keep him, comrade chief? Of course, no one is kept in the company, but this is before the first dismissal of the pros.

Not all leaders appreciate workers in ordinary positions.

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

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

It just seems that way. Horseradish can also be replaced with a finger. Just what will come of it?

If you are a wise boss, try to keep an employee by putting into practice 4 useful tips.

* If an employee quits with a clear intention to work at another office, politely ask what exactly attracted him.

If the company's budget allows, throw in a salary, saying that you appreciate everything that the person who decided to quit did for the company.

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

He can think of anything, knowing in advance that he will be persuaded.

You, as a big boss, also don’t want to stoop to an apology.

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

Even the salary increase does not appeal to him.

There is only one thing left: to wait until he “cools down” and withdraws his 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 poorly.

* You can keep a leaving employee if his decision is related to a specific person.

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

He was fed up with “torn”, constantly looking for excuses.

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

Even I can't stand duality.

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

* When an employee quits due to fatigue, no vacation, you must understand that a person cannot work without rest.

And he doesn't care much about the fact that you plow without "passers".

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

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

Then you can die at work, and the one who receives pennies will find for himself that office where, at least partially, Labor Code Russian Federation.

Well, now you can try all this in practice.

Any employee from the lowest rank can hump for 3 kopecks if his management does not shift other people's duties onto his tired shoulders.

The material was prepared by me - Edwin Vostryakovsky.

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How to stop 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 can destabilize the situation in the entrusted 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 on a job at another place of work, then it will be extremely difficult to convince him. If only, for example, do not kneel, tearfully begging to stay ...

Even if the appearance of a resigning employee was not part of your plans and was a surprise, then, first of all, you need to humanly approach this issue and remember that the employee will not work forever for you anyway. Sooner or later, the moment of dismissal may come, and there is nothing you can do about it. At most, move the date of departure to a later or indefinite period.

So, after thinking about the situation, weighing all the pros and cons, you came to the conclusion that it is not time yet. As a result of finding out the reasons for dismissal from an employee, you understand that he was just fed up with work, or he has not yet decided on his future plans, or that he is going to leave you because of a trifling, completely solvable issue ...

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

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

An employee came to you and brought resignation letter at will. It would be stupid if you, without asking the reasons, just sign the application. If I were an employee, I would think that no one really needs me here, and I would be even more convinced of 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 will have a long conversation, but by hook or by crook, you need to get to the stumbling block - the main issue that torments 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 you for some more time.

One of the most frequent reasons desire to quit - search " best place”, the same reason can be equated to 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 with him: a familiar, well-established team, long-understood principles of work, no need to retrain, retrain, an understandable and predictable wage system, motivation systems, good schedule, recycling if possible, etc.

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

How, then, to solve the problem of obtaining new sensations? Very simple - HOBBY! Any person accumulates negativity from work, sooner or later he stops giving all the best in the workplace. What for? You won’t surprise anyone with this, the leader won’t even praise, and if you can’t see the difference, why tear it up ... spoil your nerves? And energy must be spent 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 projects, 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 coming to terms with everything that can happen in your life. A rolling stone gathers no moss. Get off the couch and go do THIS through force. Later you will realize that IT really gives you pleasure, and as a result of such personal work, you have a feeling of satisfaction, and not uselessness, as in official work.

Again, there are a lot of reasons that lead an employee to the idea of quitting. You cannot consider everyone, but the leader must be ready to identify them and, most importantly, to solve them, because if he does not offer a practical 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 the bosses and subordinates are located is temporary. And don't be afraid to fail. It was not possible to dissuade this employee from dismissing - try your hand the next time someone else “breaks down” ...

Read also: Order on the recalculation of wages - sample

How to retain a valuable employee

We study the reasons for leaving and take effective measures

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

Before reacting to a 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 the departure of a specialist. There are two ways to get information. The first is an invitation to the employee to an open dialogue. Such a conversation can be held 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 reproach him, condemn his act and accuse him of ingratitude. Listen carefully to the interlocutor, ask more open questions that do not require 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 whom he trusts will communicate with him. Such conversations are very useful, because even if the employee cannot be dissuaded from quitting, 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, asking if 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 only be used if the employee's resume is in the public domain.

We analyze the received data

Exit interview data should 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 identify systemic reasons for layoffs: an ill-conceived motivation scheme, lack of career prospects, or relationship problems within the team. For example, we keep a card of laid-off employees in the 1C:Enterprise program (table). In this case, specific information is very important, so two levels can be distinguished in the classifier - general and particular.
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 rewards. If an employee who has submitted a letter of resignation is dissatisfied with his salary, there is reason to think: is it worth keeping him, reviewing the level of remuneration only for him? As practice shows, even a salary increase in such a situation can only keep an employee for a short time - he will quit anyway, just later, in a maximum of six months. However, some companies are going to review salaries in order to find a replacement for a specialist during this period.

preventive measures. One of the main ways to retain a sales manager in a company is to control offers in the market. This includes an 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 must be carried out at least once every six months and it is imperative to include comparable companies in the study, that is, competing firms that may be potentially interested in your employees. A sales manager is first and foremost a businessman who is good at counting. And even if competing companies offer employees the same wage conditions, additional benefits, such as a company car or reimbursement for fuel and mobile communications costs, may be a significant factor.

We conduct a similar competitive analysis at least twice a year, and discuss the results with the commercial director.
According to d according to a survey conducted by HeadHunter in 2013, 88% of companies hire quit employees, and not even once. So, 42% of employers hired the same employee twice, and 22% - three or more times.

Reason 2. Lack of career growth

In the first case, we are dealing with motivated specialists - put them on a separate list. Interview these employees with Human Resources about their expectations of working for your company and develop personal development plans. Identify long-term and short-term goals and plans of key managers, their opportunities and concerns. Many companies provide benefits to the most valuable employees and/or set wages above the average market.

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 "bonus accounts" that employees can replenish by doing something useful for the company (creating an innovative offer, helping a colleague, showing outstanding performance, taking part in an important project). Accumulated bonuses can be exchanged for prizes or other intangible benefits.

Read also: Remuneration of disabled people with reduced working hours

Gamification involves employees in activities, activating the so-called competitive motive, hitting the string of competition. For example, in our company there is a motivational game “Increase your rating”. Retail network managers compete with each other according to certain rules. There are both individual and team ratings. Once a month, the best employees can choose an incentive 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 fun New Year's party as a bonus.

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

The principle of gamification is best perceived by young generation Y people; 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 has appeared relatively recently, it has already gained wide acceptance and many leaders consider it a powerful motivational tool.

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How to keep an employee who wants to quit

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They hired, trained, set up work processes - and suddenly a statement “of their own free will” falls on the table. Before you fire a valuable employee, it's worth considering why he wants it, and then deciding how to keep him. Rjob found out whether it is worth making concessions to the requirements of a quitter and how to do it with minimal losses for the company.

Dominant motivator or reason for leaving

No one quits "just like that" and "to nowhere", most often the employee has internal reasons to change jobs. Having understood and eliminated them, you can remove the question of finding new personnel - when a person is satisfied with everything, there will be no need to leave the company.

To identify the motives for dismissal, it is important to understand what attracts the employee and what he tries to avoid. What tasks did he solve with ease, what projects did he take on himself, in what issues did he volunteer? Did the person work alone or in a team, led the process, generated ideas, had the opportunity to work without control, in a free schedule or remotely, received a reward? And the employee’s story about a new place of work will help to understand the negative points, even if he has not yet found it. What would he like: not to get to work so long, not to stay late in the evenings, not to be nervous, not to stop developing? All these "not" almost certainly torment the staff in the current company.

Olga Ovchinnikova

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

A person may outgrow a position, duties may seem too familiar to him, he may desire professional growth. Or he lacks an element of creativity in his daily routine. Perhaps he lost his sense of purpose. The motive for leaving has to be literally dug up at the meeting. For the most part, people tend to give formal answers that they think are clearer to the leader than self-realization or psychological moments.

"I want a big salary"

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

An increase in wages should not be the basis for continuing work, Olga Ovchinnikova believes. Because if an employee is motivated only by the financial aspect, he will sooner or later 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 the holidays, when it is difficult to find a replacement.

Another good reason not to make concessions when discussing salary is the need to revise it not for one person, but for the entire department, division or company. After all, the rest of the employees can find out about the increase, and then you won’t end up with problems. However, this theory does not work if the salary in the company is really below the average market. In this case, on loyalty alone, employees will not last long and are going to 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 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 possibility of earning more motivates.

It would not be superfluous to tell the employee about the cost of the social package - free lunches, compensation mobile communications and transport costs, corporate events and training. This will help the quitter to reasonably assess whether everything is important factors he took into account when switching to new job And is a large salary 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 of what else to do. A standard promotion will not always help here, although for some it will be enough to feel their own importance and receive privileges.

Olga Ovchinnikova
Chief Operating Officer of Wyser (Gi Group International Personnel Holding)

If the average age of employees is 25+ (the so-called “generation Y”), then they cannot be retained by a simple change of position. It is important to give meaning to their daily activities, to show that the company values them professional quality, experience and personality traits, demonstrate the horizons of development and offer the tools necessary for this. If an employee lacks creative realization in the 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 - just because “out of boredom” he figures out how to optimize the process, achieve great results, knows where he is most useful. Worth listening to and new position will appear by itself.

"My work 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 do not see the point in it and do not understand why they need it! What can we say about adults who do “nonsense” every day.

In this case, Olga Ovchinnikova advises to transfer the employee to more global projects, events in which representative offices from different countries. This broadens the professional horizons, establishes communication with colleagues abroad and positively affects 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 employee's understanding of his duties. After all, he may not realize that the management appreciates him and the operations performed.

"I can't handle"

The fears expressed by the resigning person about the proportionality of duties and abilities speak of two problems: the desire to develop or simple fatigue. Talented and for real valuable employees strive to work more effectively and efficiently. That is why they are valuable! Therefore, studying is a good alternative to leaving the company.

Olga Ovchinnikova notes that the tense state of the staff is directly related to the amount of professional knowledge. To remove the fear of failure, it is enough to train such an employee within the framework of corporate courses or from an external provider.

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

“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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