How to keep an employee from firing 5 ways. How to keep an employee from being fired. Manic desire to finish work

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 came as a surprise, then, first of all, you need to humanly approach this issue and remember that the employee will not work for you forever. Sooner or later, the moment of dismissal may come, and you will not be able to do anything about it. Maximum, postpone 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 fed up with the job, or he has not yet decided on further 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 deed. This is your chance. Only doubt can you 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.

Let me give you an example.

An employee came to you and brought letter of resignationat 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 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 your supervision for some more time.

One of the most frequent reasonsthe 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 the 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 staff 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” ...


Very often, bosses think about how to retain a quitting employee, especially those who are faced with the problem of finding new employees for a vacant position. Novice managers often think that the labor market is full of worthy candidates, and therefore they often do not value those employees who have been working for the good of the company for a long time. Sometimes the most ridiculous excuse can be the reason for dismissal, and thus the company loses the previous employee, and HR managers start looking for new candidates.

And this is where the problems begin, because despite the huge number of applicants, there is practically no one to choose from. Some have too many requirements, others have too many ambitions, and still others, in principle, do not understand the required industry. In order for an employee's work to be effective, so that he understands what is required of him and joins the team, he needs a fairly long time to grind, get acquainted and learn. But after this period has passed, and the employee has adapted to the organization, I absolutely do not want to let him go free swimming, and start training a newbie again.

So, any problem should start with a conversation. Call the employee who wishes to leave the company and try to find out what is the reason for this decision. If he answers that he was offered a position in another organization, do not get angry and behave aggressively. Calmly clarify what benefits he sees in the other organization. The main thing is to conduct the dialogue in a measured manner, show interest and friendliness. Only under such conditions of the conversation, the subordinate, perhaps, will tell you the true reasons for his departure, and not just answer formally and in monosyllables.

If you manage to bring the subordinate to frankness, then you can learn how to influence his decision, how to motivate and what changes should be resorted to in order to avoid the loss of a reliable subordinate. Perhaps it’s not a matter of wages or the lack of a personal account at all, then you don’t even have to invest in convincing a person not to leave the company.

All people are, in principle, individual, and what for another is a stimulus for work, for another is an exorbitant burden and overwork. This way you can compare all aspects of human characteristics, but if you summarize the reasons for the desire of employees to quit, then they can all be divided into four main clusters.

CLUSTER 1. Employees are not satisfied with the size or schedule of remuneration.

Nowadays, many people are forced to chase in order to earn even a little more, so this problem is quite common. Inadequate wages, lack of benefits, bonuses, or, - all this can lead to dismissal. An employee in a frank conversation will mention to you that he found a job with a higher salary, that his pay is not enough for him to live, and so on.

In the event that you are sure that your company actually pays for the employee's work quite adequately, and social benefits can compete with the offers of other companies, you can do the following: together with your subordinate, calculate the amount of money that the company spends annually on him. At the same time, all costs must be taken into account: advanced training, insurance, corporate events, transport and other services. The main thing is to do this not with anger and harshness, but calmly, as if weighing the situation together.

After the calculation is over, divide the amount received between all working months of the year and add it up with the monthly salary. This will help influence the opinion of the employee regarding the current job - he will probably overestimate his priorities and think about what. For example, if there was no free canteen, then how much would have to be spent on food from the salary. Or how much the daily commute to work would have cost if the company’s car didn’t pick up employees and take them home.

In addition, a person will think about whether the same comfort awaits him in a new place, and whether it is worth leaving the already familiar position for the sake of the unknown.

There is another way to solve the situation - change of the payroll system... This does not mean raising wages, only changing the system. Let's say there are five programmers in your department, two of whom barely manage to complete the task, when the remaining three have already done everything and are waiting for new assignments. Perhaps it is worth getting rid of those who fall short, and divide their wages between the remaining three. But with such an increase, the load will also increase.

Another way is to enter additional payments to the salarythat will be paid based on how much the employee overworked the plan. If he's fast at his job, offer him additional tasks to complete.

Very often, employees lose motivation to work when they receive nothing but thanks for a good result. Therefore, you should still think over this nuance. You can organize bonus payments at the end of the month to those employees who have concluded successful deals. Or another way: after each transaction, immediately accrue a small reward.

Sometimes specialists actually get the job done very quickly, most often they are computer or design workers. They do not see the point in being in the office for eight hours, when they cope with the task in half a working day, and therefore decide to quit and work freelance. In this case, you can offer the person to shorten his working day, so that he has additional time to earn money at home, but at the same time he does not leave the company.

Remote cooperation is a new and highly successful form of cooperation. You transfer tasks using the Internet, a person performs them, being at home or elsewhere, and sends you ready-made results. If you have any questions, you can discuss them via video communication. You can also pay for labor electronically.

CLUSTER 2. The employee feels unfulfilled.

The feeling of unfulfillment most often worries professionals and good specialists. They know that they are capable of more, but at the same time they do not see by using their potential in this company, which leads to the desire to quit and look for another job where the person will be fully in demand. Not every company can offer subordinates development and constant promotion, and this leads to the fact that a person does not see any prospects. But in fact, there are not so many people who would like to work more, constantly explore new areas of activity and develop their abilities, so you need to try. Let's try to influence the subordinate's decision not only by increasing professional opportunities, but also from other sides.

How to get out of the situation and not lose an employee.

Complicate the employee's tasks. If you are confident in him, then you can shift some of your responsibilities to him as a boss. Thus, you will make the person feel responsible for the company and the right employee.

Try to offer him a job on a new contract or try changing his position

It happens that the manager himself sees that the specialist is ready to take a higher position and take on more important work, but does not have vacancies in the company. Then you can find out about vacancies in subsidiaries, perhaps such specialists are needed there.

If possible, review the employee's working hours. Let's say you cut his time for the activities he performs flawlessly and give him a chance to develop in other industries. A professional designer can be offered to work on the design of the site, not just interiors, for example.

Any person is pleased when his opinion is important. Show the employee that you really see him as a professional: ask him for advice in the area where he works, as if confirming his professionalism. It is very important for subordinates when management consults with them.

All employees strive for different goals: someone is interested in development, someone in a salary, but there are those for whom image is important. To keep such an employee, he can be offered a company car, an office separate from the rest - and this will already be enough to delight him.

Many people now work outside their specialty or do not do what they love. Perhaps your subordinate is an excellent specialist in computer technology, but at the same time, he always dreamed of working in a creative job, which makes him leave the company and look for another direction of activity. How can you keep a resigning employee in this case? Surely your organization hosts various events, corporate parties, birthdays. Make the employee responsible for these elements of company life. Challenge him to write party scripts, organize greetings for employees, come up with contests, and design various posters and newspapers for the company. Thus, the person will continue to work for the firm, while realizing his creative potential.

CLUSTER 3. Problematic environment in the team, discomfort in communication.

A very common situation when there is discord in the team, and then constant problems in communication between employees begin. This becomes the reason that valuable personnel think about why they should waste their time on office gossip and squabbles, when they can move to another team and work great. In such a situation, the leader himself is primarily to blame. He must control his subordinates, and as soon as the slightest conflict arises, stabilize the situation, instill a team spirit and respect for each other. But if the situation did occur, and the boss did not notice the problem either at the time of recruitment or after, in the process of cooperation, then certain measures should be taken.

How to get out of the situation and not lose an employee

1. To avoid the occurrence of such situations, one must initially be very responsible in adapting an employee to the workplace. Not only did you introduce the person to the team and go on with your own business. Regulate the activities of not only the new employee, but also the rest of the team, each new employee should be assigned a curator who would help him understand the basics of work, and in order for the curator to try and work effectively, he should be motivated with something. From the very first day, it is necessary to observe how people feel in a team, whether there is a team spirit, whether there are conflict situations or sharp corners. Sometimes the manager himself provokes tensions, for example, singling out one of the employees more than others. This also needs to be monitored.

2. The method is slightly superficial, but sometimes it works: when hiring a new employee and for the rest of the established team, certain rules must be introduced. Their main goal is to minimize the possibility of conflicts between employees. For example, you can create such reminders, or a poster, where you can indicate the basic truths of communication. These can be the most famous facts, for example, when entering a company, leave the negativity outside the door. Or, if you don't like the work of the other, suggest an alternative, and so on. Of course, some people, in principle, do not perceive such slogans, associating them with school parting words, but others still sometimes listen to instructions, so it would not be superfluous to introduce some rules of communication in this form.

3. In order to retain a quitting employee, it is necessary to build a friendly and friendly conversation with him. If the boss in the past always yelled at his subordinates and insulted them, then such good nature will seem very strange. Therefore, it is better to start cooperation without conflicts and, moreover, personal abuse. Create a specific regulation that regulates the relationship between the employee and the boss. This document should contain not only the rules of employee behavior, but also regulate the actions and communication of the management. Here you should point out the prohibition of personal insults, respect for each other and the implementation of other ethical rules of conduct.

4. It happens that people who are excellent specialists with very good knowledge in the field of professional activity absolutely cannot coexist with colleagues. Constant quarrels, scandals and conflicts arise, which naturally interfere with the work process. In this case, in order, on the one hand, to keep the employee in the company, and on the other, not to disrupt the work of the rest of the team, you can offer him a remote type of work, or select a separate office.

CLUSTER 4. Working conditions do not correspond to the desired ones and do not suit the employee.

In fact, this is a cluster of employee problems that, in principle, are of minimal importance for specialists. But at the same time, it is on this occasion that many employees leave their old jobs. The reasons can be very different: they are not satisfied with the constant need to delay at work for five minutes, I do not have time to have lunch, I have a long transport journey, but there is no delivery, bad computer equipment, lack of a personal locker - but what the subordinates do not come up with when talking about working conditions ... You can, of course, keep an employee from leaving because of the lack of a wireless mouse by purchasing this accessory for him, but there are other ways to influence subordinates.

Of course, this cluster of problems is good because they are obvious. If you still have to guess that the employee has a conflict with the chief accountant and therefore wants to leave, then everything is much simpler here. But the problem with these problems is the costs that are required to solve them. This is good if the problem lies in the wireless mouse, and if the employee does not have enough new powerful computer, then there will be more expenses. The same can be said about organizing delivery of subordinates, free meals or setting up a gym.

If the leader has the ability to implement the changes that his subordinates so crave, then it’s better to actually implement it. Thus, the layoff rate will significantly decrease, and you can limit yourself from the constant problem of finding new employees and their adaptation.

Many subordinates who work in the organization for a long time, and who are forced to leave for reasons of lack of comfort in the workplace, would gladly give up if the manager showed concern for them. So if you really want to keep an employee from firing, show him that. If now you do not have the opportunity to organize additional elements of comfort, then honestly tell your subordinate about this, promise that as soon as there is an opportunity, everything will be adjusted. Many in fact themselves do not want to part with their usual workplace, colleagues with whom they maintain relationships and an established schedule. It is enough to show a little attention, respect and care for the employee to stay at work. Consult with him, perhaps you can find a solution to the problem together.

Each employee has his own priorities and his own life, and their motivation is based on these factors. Let's say for young people the best stimulating factor will be a gym at work, or a party in a nightclub, for young parents - a paid vacation and a trip to the sea, and for retirees and adult employees, health insurance and the services of a good clinic are much more important. You should also be guided by other signs. For example, if your employee has a car, agree that he will give a ride home to those who live near him, but at the same time you will pay the cost of gasoline.

Pay attention to employees - perhaps one of them is really tired, looks tired and needs a vacation, while the other came to work with a headache and should be released. Thus, the leader will show his concern for his subordinates, respect and understanding, which in turn, for many, is the main motivation. An employee would rather choose a caring and conscientious company than move to a foreign, unknown team, even if the wages there are higher.

As soon as you receive the news that an employee of the company wants to leave the team, first of all, evaluate his professional and personal qualities. If a person does not bring any particular benefit to the organization, or causes constant problems in the team, then there may be no point in thinking about how to keep him. If, nevertheless, the subordinate is really a valuable employee, then do not start a dialogue with him with words about a salary increase. It is likely that this is not the main reason for his departure, and other motivational tools can be influenced to make him wish to stay with the company.

First you need to talk, draw conclusions for yourself about what kind of personality your employee is, and what is the reason for leaving. Perhaps a person cannot do many things at the same time, and you overwhelm him with tasks - it is better to consistently give tasks. Or his relationship with someone is not going well, the conflict should be resolved. There can be a lot of reasons, and in order to understand how to keep a resigning employee, one should find the root cause of such a desire, and only then select options for a way out of the situation.

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 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. At the same time, 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.

But it is them who are first of all trying to entice competitors, and often the employees themselves leave in search of a better lot. HR experts believe that it is better to prevent the drain of talented and qualified personnel in advance than to persuade those who have already decided to quit.

Why are they leaving?

The overwhelming majority of employees make the decision to dismiss not spontaneously, but under the influence of various circumstances and reflections. Motives can affect both professional areas and personal ones. While finance plays an important role in retaining promising talent, salaries do not always determine the desire to move to another company.

There is a fairly widespread misconception that if a smart worker increases his salary, he will stop looking “to the left” and stay. Practice shows the fallacy and limitations of this view. In addition, not every company can afford to constantly increase the amount of remuneration, especially in the "overheated" segments of the labor market. Of course, if the amount of financial compensation is lower than the market one, then it is necessary to increase the salary to the level of the main competitors.

An alternative option is also possible, which also provides for an increase, but only for a specifically performed part of the work. At the same time, the size of the salary remains at the same level or changes insignificantly. For example, a valuable and talented employee is assigned to lead an interesting project, for the successful completion of which a bonus or bonus is awarded. This positively resolves the issue of financial dissatisfaction and offers new professional challenges.

If a creative employee makes the decision to dismiss, then it is possible that he is simply bored with doing his usual work. In this situation, a change in activity, a change in the usual environment, helps a lot. If a person is given more independence in resolving issues, perhaps this will increase his interest in the duties performed.

Another motive for moving to a new job is striving for a higher status. This is not necessarily vertical career growth. Perhaps the employee needs more recognition and attention from management, colleagues and subordinates. Good results can be obtained in a very inexpensive way - to endow such a specialist with the status of an expert. It is important to ask for his opinion during meetings, to assign him the obligation to comment to the media on professional issues, and in certain cases, to offer the role of a mentor for young professionals. However, the effect of such measures can only be if the employee is initially loyal to the company.

Leading the way

Many experts in the field of personnel management believe that it is easier to anticipate the desire to move to a new job in advance than to persuade someone who has already decided on his decision. It is important here not to miss the first symptoms that the employee is beginning to think about changing employers.

To prevent the leakage of talented specialists, you need to know what motivates each of them to work in this particular company. Factors can be very different and do not always coincide with the opinion of the manager or the standards of corporate culture, which is why individual work is so important.

The ability to independently control and direct the course of important events in your life is originally inherent in human nature. Even if an employee verbally declares a desire for constant change, he still has a need to manage them. Experienced managers know that predictability of the company's future development is important for building employee loyalty.

Employee engagement plays a key role in shaping the motivation system. If a creative and proactive person always offers ideas that are left without attention, then one day he will simply get tired of it. Seeing no further perspective for an informal approach, he will mechanically carry out his duties. A decrease in the level of engagement directly negatively affects the level of loyalty.

A timely decision to promote a valuable employee can prevent their dismissal. However, not all companies have such an opportunity, and in structures with a rigid hierarchy, it is almost impossible to create a new position “for a person”. The way out in this situation is seen in horizontal growth. An employee interested in self-development can always be "seduced" by refresher courses, interesting training or a master class. Some employers offer training at corporate universities or have partnership agreements with universities. However, it is necessary to understand that with professional growth, the market value of a specialist will also increase. So, unless we are talking about weekend trainings, training an employee implies an increase in his salary, even if only symbolically.

Dealing with dismissal motives

If an HR specialist is faced with the task of retaining a valuable employee, then first you need to determine the motivation. The simple question “Why did you decide to leave our company?” Is usually not enough. Such a conversation is always stressful, so usually a person tries to diplomatically avoid direct answers.

To understand the real reasons for the employee's dissatisfaction with the current place of work, you can ask how he sees his future employer and how his current unfulfilled expectations are reflected. If a person focuses on career growth or greater independence, a parallel should be drawn to his current position.

You can also go back to your first weeks with this company and ask for your expectations for that period. Based on this, analyze how he managed to realize his plans.

When speaking with an employee, it is important to pay attention to the wording used. A large number of "not" particles directly indicates that he is not satisfied. For example, when describing his future place of work, he says that he "will not have to write reports most of the time," and this clearly indicates a dominant motive.

Sometimes it is difficult to recognize in time that a valuable employee has made the decision to move to another company, and it is not always possible to make an adequate counter-offer. But in any case, this dismissal should be a serious signal for the management of the need to revise the talent management policy. Even if it is not possible to persuade a person to stay, it is important to diagnose the reasons for which he decided to leave, and, possibly, to prevent the incipient process of a massive outflow of personnel.

 

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