How do famous enterprises view employee turnover?

Modern society seems to give people more tolerance and does not require everyone to be faithful, so as a boss or HR, no matter how much you love your employees, you should be psychologically prepared to accept them to say goodbye to you. When you can't stop an employee from falling into the arms of others, whether you are rational or emotional, will you turn against him because of love and hate, or wish him "as long as you live better than me"? Good resignation management can make employees remember you after leaving, otherwise it may cause a series of personnel unrest. In this issue, the resignation management schemes of many famous enterprises are sorted out to see how famous enterprises say "I still love you tomorrow" to running employees. Wal-Mart China: retention+return visit = brain drain in Wal-Mart. The supervisor and the human resources department will interview any employee who wants to leave, find out the reasons for leaving and make records. The turnover rate of each department is also counted regularly, and the company will investigate the departments with high turnover rate. For the resignation of some key employees, the company will pay a return visit every three months to understand their situation, difficulties and opinions. Many employees have left Wal-Mart and returned to the company. Motorola: paying special attention to "good horse back" is worse than Wal-Mart. Using the resources of former employees, Motorola will attract more people who like to return to the grassroots. In view of the fact that former employees are familiar with corporate culture and business, compared with new employees, they can reduce the cost of recruitment and training. Motorola attaches great importance to the "good horse" of "going back" and has established a very scientific and complete "re-employment" system. The purpose of this system is to provide new job opportunities for "former employees who have the knowledge and skills needed by the company", and its application scope is all formal employees who voluntarily leave their jobs. The system requires that all relevant regulations and procedures must be strictly observed when hiring former employees. The re-employment of employees must meet three conditions: first, it meets the current post requirements; Second, good work performance; Third, the reasons for resignation are reasonable. The human resources department will be responsible for proving the employee's previous job and the reasons for his resignation, and rehiring the employee according to the vacant position he should fill. In order to encourage core talents to "return to the slot", the company has formulated a corresponding calculation method of service years: former employees who re-enter the job within six months can be exempted from the probation period, and the previous service years can be calculated cumulatively. The reason why the length of service is calculated in this way is because the length of service of employees is closely linked to personal welfare. Motorola has also formulated corresponding salary and welfare measures: employees will be re-employed within six months, and the salary and welfare will be calculated according to the actual working days. Re-recruitment positions or grades higher than the original level, the salary and benefits shall be implemented according to the new employee standards. Mckinsey: Employee mobility is like graduation. In many domestic companies deeply influenced by "university culture", they will affectionately call their colleagues "classmates" or even "children's shoes". Similarly, the world-famous McKinsey consulting company also uses the word "alumni" to refer to "former employees" and "former colleagues". McKinsey has a "McKinsey Alumni Record", that is, a roster of former employees. They regard employees' resignation as "leaving school after graduation", and the resigned employees are their "alumni" all over the place, including many CEOs, senior managers, professors and politicians. When a person walks out of the door of the company, it does not mean the end of his relationship with the company, but the beginning of a new stage. Managers of McKinsey know that with the development of their careers, these former consultants will become their potential customers, which will undoubtedly form a lot of resources. McKinsey has been investing heavily in cultivating its "graduate network" in various industries. Facts have proved that this unique investment has brought huge returns to the company. Bain International: There is a special person who is responsible for tracking the career of the resigned employees. Similar to McKinsey, Bain International, a consulting firm, has also established a database of retired employees, and set up a post of "old employee relations supervisor" in the human resources department, which is responsible for tracking the career changes of retired employees and constantly updating its database of retired employees. At present, Bain's former employee database has stored the information of more than 2,000 former employees in North America, including not only their career changes, but also details such as getting married and having children. Bain regularly sends internal newsletters to former employees who used to work in the company, inviting them to party activities of the company. Such emotional investment is also to make effective use of these "escaped" human resources one day. Tom, former CEO of Bain Company and current chairman of Bridgespan Group, a non-profit subsidiary of Bain Company. Sonny once said, "Brain drain is not a bad thing. We attract the best and brightest talents, and these people are often the hardest to keep. Our job is to create valuable business and let them stay for another day, month or year. But if you think you can keep talents forever, it's foolish. You should keep in touch with them after they leave and turn them into advocates, customers or business partners. " Novartis Pharmaceuticals: The second round of exit interviews of third-party companies is not unusual, but the company that can remember the second round of exit interviews six months after employees leave is unique. Employees who leave Novartis are likely to receive a phone call from a consulting company six months after leaving. It turns out that this is the second round of resignation interview chosen by Novartis. In order to make the exit interview more standardized and let the management of the company know the thoughts of the employees as truly as possible, Novartis entrusted a third-party company to interview the employees six months after they left the company. After that, according to the feedback from the consulting company, the senior management of Novartis will discuss the situation reflected by the resigned employees and post the improvement measures on the Internet for reference. Nixon and Tiens Group: Ask the reason after leaving for a period of time. Unlike Novartis's emphasis on the use of third-party companies to assist interviews, Nixon, one of the top ten integrated wiring brands in the world, emphasizes that resignation interviews should be the job content of HR. They believe that if the third party is used excessively for resignation interviews, it is likely to make employees feel that they are not respected and their opinions cannot be well accepted. At the same time, HR has been providing support and help from the whole process of employees' entry to departure. From a certain point of view, HR should have more opportunities to fully contact employees than other departments, and it is easier to establish good interpersonal relationships with employees. Therefore, employees are more willing to open their hearts to HR when they leave their jobs. Nixon believes that employees are often unwilling to expose the real reasons for leaving their jobs too much before completing the resignation procedures, especially unwilling to talk about sensitive issues such as linear relationship. But after they leave for a period of time, they are more willing to talk about their departure objectively. Therefore, after employees leave their jobs for a period of time, Nixon will continue to conduct resignation surveys, collect key information that can improve their work, and formulate corresponding group systems based on the inspiration of employees who leave their jobs, so that employees can gain greater development space and satisfaction. Similarly, Tiens Group wants to talk to employees who voluntarily leave their jobs or are dismissed by the Group, and asks the employees who leave their jobs to fill in the resignation files and leave their opinions for the company. Tiens Group also adopts "ask again later" in view of the fact that the reasons for leaving the company are often not filled in truthfully because of concerns. In addition, when employees leave their jobs, the group company will send them off in different forms, so that they can leave very happily. Gansler: From lifelong employees to lifelong contacts, gansler is one of the most influential design and construction companies in the world. The company's approach to outstanding employees who leave their jobs is not to try their best to keep them, but to maintain their relationship. They no longer pursue the concept of "lifelong employees" and replace it with "lifelong communication". Gansler, the founder of the company, said, "People will leave us at some point in their careers for various reasons. For example,' I want to work in a small company' or' I want to live in the suburbs' and so on. If they are excellent, if they learn new things, then it is not worth trying to keep them. But we try to keep our relationship with everyone, because many of them may decide to come back eventually. The returning employees will become our most loyal employees, and they will be incredibly involved in their work when they come back. " Kodak: Retaining those excellent employees and "respecting individuals" is Kodak's principle in treating employees and colleagues, even those who leave their jobs. Kodak's human resources manager will communicate with employees who intend to leave their jobs and share their experiences, so as to leave those outstanding talents who are most suitable for Kodak. Kodak will also follow up the resigned employees who have moved or emigrated due to family needs, try to arrange them to enter the local Kodak company and try to provide them with suitable positions. Hewlett-Packard: Let people walk neatly and shake hands to say goodbye. Hewlett-Packard Company has an HP technology company in Taiwan Province Province, China. The company doesn't blame the employees who change jobs, nor does it insist on staying. It makes people walk neatly and shake hands and say goodbye. Because Hewlett-Packard Company attaches great importance to personnel training, and will pay a high cost for it, some employees enter HP just to "gild", learn skills and wait for the price. In this regard, the company's management believes that employees are willing to come, indicating that HP is very attractive; If employees want to leave, even if they are forced to stay, the company will not be at ease. In addition, the turnover rate of the computer industry has always been high, and it is also HP's contribution to society that the company's talents go outside to serve, which is also in line with HP's consistent "win-win" spirit. So you'd better go through the formalities quickly so as not to hurt each other. Meroni: Respond immediately and make every effort to get employees back. Meroni, a bathroom company, has made a very detailed emergency plan to deal with employee turnover. For employees who have certain reasons and motives for resigning, but often hesitate before and after resigning, the company emphasizes making some positive responses in time. Include: 1. Respond immediately After receiving the resignation report of key employees, immediately stop the meeting or the daily work at hand and respond in the shortest time, so that the resigned employees can understand that their resignation has attracted great attention. Otherwise, any delay will strengthen the employee's determination to resign. 2. confidential information. Keep the news of employees' resignation strictly confidential or try to narrow it to a limited scope to avoid the negative impact of the news on the recovery work. 3. Inform the top management immediately. Some middle-level managers are reluctant to report the resignation of departmental employees to the company's top management. On the one hand, these managers often start from standards and always feel that employees' resignation is disgraceful to the department or themselves; On the other hand, they have too much confidence in their ability to handle employee resignation or retain employees. This kind of worry is unnecessary. Therefore, the top management of the enterprise must be clear about which levels of employees have resigned, and no matter where he is or what he is doing, he should be informed in the shortest possible time so that we can discuss it together and make a recovery plan in time. 4. Listen to the voices of employees. Managers should immediately talk to the resigned employees, find out the real reasons for their resignation, and try their best to understand the preferential conditions offered by the next enterprise where the employees will go. 5. Make a reservation plan. A targeted and successful retention plan must include two aspects. First, we must ensure that some enterprise factors that lead to employees' resignation are being solved by enterprises. Second, managers should communicate with employees in time according to the situation of the next enterprise they want to go to, and analyze the advantages and disadvantages of the current enterprise and the next enterprise with employees from the perspective of a third party. 6. Do your best. If necessary or appropriate, the company manager can invite employees to eat out, and relevant management personnel should also participate. If the employee's resignation is related to his/her family members, he/she should be invited to participate and do his/her lobbying work well. It is impossible to retain all resigned employees by any measures, but if managers really pay attention to the problem of employee turnover, the chances of retaining outstanding talents will be greatly improved. Resigned employees are not "spilled water", but important wealth and resources of enterprises.