Talking skills in the face of employee turnover

Heart-to-heart talk and frank communication with resigned employees can eliminate mutual misunderstandings, understand the problems existing in enterprises and understand the gains and losses of management. Below, I have compiled the conversation skills for you in the face of employee resignation, hoping to help you!

Talking skills of former employees

First of all, the benefits of exit interview

1. Keep talking with people: For some key employees who have left their jobs, enterprises can be honest with each other and spend time communicating with employees to understand their real thoughts. Some employees who decide to leave in a hurry, or those who are hesitant to leave, can change their minds through conversation. Xiao Liu, an employee of an enterprise, resigned because he did not obey the company's transfer. When he left his job, he talked about Kan Kan and felt the company's concern for him. He thought it was better to stay in the company and finally decided to stay. Later, he became the hero of the company's overseas market development.

2. Discover system problems: some systems of an enterprise may have no problems within the company, but if they are placed in a competitive environment, they may have been eliminated by the market, which is not conducive to the development of the enterprise. In a communication product enterprise, for a period of time, the staff turnover rate remained high, which puzzled the operators. After the introduction of resignation talks, enterprises found that the original competitor's salary system has strong competitiveness and incentive effect in the industry, prompting enterprises to modify the salary system and retain employees.

3. Improve enterprise management: If the employee resigns because of the boss's lack of management ability or the blind spot of enterprise management, if it is not improved, the employee flow will not be controlled and the enterprise's own problems will not be solved. When employees of a company's customer service department left their jobs, they said that the atmosphere in their department was dull and they were unhappy at work. Later, I interviewed the staff of the department and found that the head of the department was rigid in management and too strict with his subordinates. The dull organizational atmosphere is not conducive to the customer service work of enterprises. After adjustment, the performance of the company's customer service department has also been greatly improved.

4. Adjust the recruitment behavior: Through the conversation with the resigned employees, the enterprise can carefully analyze the resigned groups, especially the employees who were voluntarily dismissed by the enterprise and those who resigned due to unsuitable reasons, such as: what are the characteristics of these people, what are the group characteristics, and so on. In this way, enterprises will find the problems of this group, find the reasons for disharmony with enterprises, and quickly eliminate job seekers who are not suitable for the company's work in the future recruitment process.

5. Eliminate hostility and misunderstanding: Some employees leave their jobs with resentment and make decisions. At this time, a fair and impartial resignation talk can let employees vent their dissatisfaction, and at the same time do some appropriate appeasement work, which will certainly gain employees' understanding.

6. Bring long-term benefits to the company: The exit interview can let the employee see that he may not be suitable for this company. The company may not be suitable for him, but it is destined that they have experienced some time in their lives and are friends with each other. This kind of friendly information is positive and necessary, which can bring long-term benefits to the company. When the company is in trouble, resigned employees will also lend a hand of friendship. Huawei and Cisco fought a lawsuit. At that time, many former employees of Huawei defended Huawei's interests online, which was particularly touching.

Second, the obstacles to exit interviews

It's not easy to talk about leaving. Although more and more enterprises are trying to talk about resignation, it is not easy to do this job well, and there will be some problems and obstacles in the implementation process:

Performance 1: The resigned employees have some concerns and are unwilling to talk more. The year-end bonus of an enterprise is generally distributed around June of the following year. When employees leave their jobs, they are afraid that their conversation may affect the bonus distribution, so they are evasive and unwilling to say more.

Performance 2: Resigned employees have nothing to do with themselves and hang high. Anyway, people are gone. Why talk so much? China people's typical mentality of "more things than less things"; Affect the in-depth communication of employees' exit interviews.

Performance 3: the destination of the resigned employees has been set, which is a diversion. Some employees who quit their jobs, because they quit to their competitors, find some excuses to cover up when they leave their jobs, and avoid talking about important issues, and they can't talk about why.

Performance 4: Resigned employees would rather die than surrender. An employee is dissatisfied with the management style of his supervisor, and there are misunderstandings and prejudices. When he left the interview, he embellished some stories, which made the enterprise spend a lot of effort to figure out right and wrong.

Performance 5: The exit interview lacks skills and is perfunctory. Unlike large international companies that employ consulting companies or related professionals to conduct exit interviews, most domestic enterprises are "part-time" by relevant personnel of human resources departments, and the conversation lacks skills and the content is perfunctory. For these common obstacles and problems in resignation talks, enterprises need to really pay attention to them and solve them through specialization of resignation talks.

Third, how to talk about resignation talks?

If we really want to play the role of eliminating misunderstandings, retaining talents and exposing problems, we must pay attention to skills and professionalism.

1, define the purpose of the conversation. Resignation talk is different from general talk and has a clear purpose. For different resigned employees, the purpose and focus of the conversation will be different: for key employees who have left, the purpose of the conversation may be how to keep them; If you can't stay, find out why; Understand his next plan and how to keep in touch with him. The purpose of talking with the dismissed employee may be to explain and appease the work, respond to his complaints and give suggestions according to his characteristics. The purpose of layoffs in the economic downturn is to let employees understand the policy and explain the help and compensation provided by the company under the framework of the company policy. If you talk to laid-off employees in the same way of thinking, employees will only get angrier and angrier. Therefore, we should pay attention to the different objects in the resignation conversation and establish our own conversation purpose.

2. Understand the background information of the resigned personnel. Resignation talks need to know yourself and yourself; To achieve good results, we must know the basic information of the resigned personnel in advance. You can have a basic understanding of their age, length of service, work experience, family situation and worksheet through personnel files; You can also ask your boss or related personnel about their work performance, personal interests and related evaluation materials. If you do this job well, you will be able to take the initiative in the conversation when you leave your job.

3. Be familiar with relevant laws and regulations and relevant company systems. Relevant laws and regulations are text documents that define the interest relationship between employees and enterprises by the state and society. More and more employees' legal awareness and rights protection awareness are improving. When they leave their jobs, they may mention, for example, the relevant provisions and requirements in the labor law, so we should be able to handle them calmly. The company's policies and systems are related to the vital interests of employees. If the resigned spokesman doesn't understand the company's policies and systems, and employees can't be the company's spokespersons when talking about related issues, then the conversation is meaningless and worthless. For example, when talking with the laid-off employees of the company, you need to know the company's layoff policy, salary plan and even the industry situation and market performance.

4. Draft an outline of the conversation. The outline of the conversation doesn't have to be written on paper, but it must have the main points and order of the conversation. Employees who resign are generally more experienced, so we should consider their concerns, personalities and reactions and design relevant conversation questions. The speaker should combine the outline of the conversation with the above-mentioned purpose of the conversation and the background information of the employees to ensure that the conversation does not deviate from his own purpose. The outline of the conversation should take into account the control of the conversation time. How to achieve your conversation purpose in a limited time needs careful preparation.

5. Control of the conversation site. If the first four tasks are carefully prepared, there should be no problem in controlling the conversation site. Know what you want to ask, and be prepared for what the departing employees will ask, so that communication will not be superficial.

However, there are still some skills to be mastered in the on-site control of resignation talks: for example, try to choose a place with certain privacy to avoid interruption and interference, and it is easier to communicate with employees in depth. During the conversation, don't mechanically copy the questions prepared in advance, pay attention to listening, understand the meaning and content of the resigned employees, and ask further questions if necessary. Use employees' thinking and silence time to review their conversation outlines and adjust their conversation ideas.

Therefore, in the process of heart-to-heart talk, you should ask more open questions, and the tone of discussion and consultation should be more, because you want employees to feel that you are sincere, and you should remember that you represent the company. At the end of the conversation, if you can't answer the questions raised by the employees immediately, you should clearly tell the employees and give corresponding answers later.

6. Summary of resignation talk. The summary of the conversation is also a necessary link. Don't think that there is nothing left after talking. Conversation record should be done well in the conversation with every employee who leaves the company, and it should be sorted out. Enterprises can regularly summarize the employee's resignation talks, sort out the feedback questions, reasons for resignation and suggestions, and submit them to the corresponding decision makers and responsible persons.

Generally speaking, there will be two rounds of exit interviews. In the first round, the person in charge of the department where the employee resigned is responsible for understanding the reasons for his resignation and keeping a written record on file. The second interview was conducted by the employee relations management specialist, and the time was chosen on the last day before the employee left the company. Because the employee relations management specialist has no working affiliation with him, the resigned employee will have less worries at this time, and it is easier to comment on the familiar situation from the standpoint of a third party.

In the content of the interview, the employee relations management specialist should not only deeply understand the real reasons for employees' resignation, but also discuss with employees the enterprise management mode, working environment, job evaluation and other issues in order to improve the management level of the company. The contents of this round of interviews should also be saved in the form of standardized documents, and compared with the records of the previous round of interviews to find out the differences. The content of these differences is often the real reason for employees to resign, or the real problem of enterprise management. Through these two rounds of interviews, enterprises can not only improve their management better, but also provide a very strong basis for re-recruiting resigned employees.

Questions that may be asked in the exit interview:

First, the overall feeling of the company.

1. How do you feel about this company in general?

2. Do you have enough opportunities to give play to your professional advantages and make progress in your work?

Do you think the working environment of the company has created good conditions for your work?

What do you think of the company's salary system?

What do you think of the company's welfare plan? What improvements are needed?

Second, the working atmosphere of the department.

1. Did you get any feedback about your work performance?

2. Is the evaluation of your work performance fair?

What do you think of your supervisor? Does he have a certain management ability?

Have you reflected your problems and dissatisfaction to your supervisor? Did he solve these problems to your satisfaction?

5. How do you cooperate with your colleagues at work?

Third, training and skills upgrading.

1. Have you received enough training?

2. How does the company let you give full play to your talents and potential?

3. What aspects of training do you think you still lack? What's the impact?

4. Do you think the company's assessment of your training and development needs is appropriate? Have these needs been met?

5. What kind of training and development plan are you most interested in?

Fourth, the construction of corporate culture.

1. What do you think of the company's corporate culture? Any better suggestions?

2. What do you think the company should do to improve working conditions, working hours, shift system and facilities?

3. How do you think the company can relieve the pressure of employees?

4. What do you think of the communication and relationship between departments in the company? How should it be improved?

Verb (abbreviation for verb) The specific reason for leaving the company.

1. When you join our company, you must feel that you can achieve your career goals. What made you change your mind?

2. What is the main reason for your decision to leave your job?

What are the other reasons for your decision to leave your job?

4. What measures could the company have taken to make you give up the year you left your job?

5. How do you hope to solve this problem?

6. Would you like to talk about your destination (if you have made up your mind)?

7. What attracted you to join their company?

Intransitive verb others

1. Are you willing to keep in touch with the company after leaving your job?

2. Do you mind that the company often informs you of the company's development, asks about your development and invites you back to participate in the company's activities?

3. When you see better management methods in other companies or want to get better suggestions for the company after comparison, are you willing to take the initiative to share them with the company?

Would you like to rejoin the company if there is an opportunity?

Detailed rules for handling employee resignation

(1) Employees who leave their jobs for whatever reason shall be handled in accordance with these Detailed Rules.

(b) Differences in employee turnover:

1. Resigned on invitation.

2. Job transfer and resignation.

3. Retire and leave.

4. Dismissal and resignation.

5. Resign for other reasons.

(3) Those who voluntarily resign should be advised to stay by the superior supervisor of the unit if their work performance is excellent at ordinary times. If their intention to leave is still firm, they can stay without pay, but they still want to return to the company.

(4) Resignation procedures:

1. When an employee resigns, the immediate supervisor of the unit asks the personnel unit for the employee resignation notice (see Annex 1), fills it in according to the regulations, and files a visa with each unit in a single row, and then sends it to the personnel unit for review.

2. When the above-mentioned staff members leave their jobs, they should ask the personnel unit for the handover list in triplicate (see Annex 2), fill in the handover list in detail according to the contents of the handover book, and after completing the handover procedures, one copy will be left in the original unit, one copy will be kept by the resigned personnel, one copy will be submitted to the personnel unit for review together with the resignation notice and work attendance card, and the handover list will be transferred to the audit office for filing.

(5) Handover procedures:

1. Work handover: put the account books and documents (including company regulations, technical data drawings, etc.) kept in the original post into the handover list and hand them over to the designated replacement personnel or relevant units, and make clear the unfinished matters (regulations, technical data and drawings should be handed over to the data keeping unit for signature).

2. Transaction handover:

① Return the original work clothes to the General Affairs Section (free of charge for more than one year).

② Original tools and stationery (consumables are exempt from inspection) shall be returned to the General Affairs Section or relevant units.

(3) The items returned in the above items need not be included in the handover list, and the manager of the receiving unit can sign the resignation form.

3. The handover period shall be completed within 5 days.

(6) When handing over the resigned person, the immediate supervisor shall designate a successor to receive it. If the recipient is not determined, temporary personnel shall be appointed to receive and keep it first, and then hand it over after the candidate is determined. If no one sends it, the supervisor will temporarily accept it himself.

(7) The handover list listed by each employee shall be carefully reviewed by the direct supervisor, and any discrepancy shall be corrected. If an employee who formally leaves the company finds that there are outstanding debts in property, materials or receivables of foreign companies after leaving the company, the unit director shall be responsible for recourse.

8) After completing the resignation formalities, the resignation certificate can be issued.

(9) These Rules shall be implemented after being approved by the General Manager, and the same shall apply to the revision.

Measures of Computer Application Development Co., Ltd. on Personnel Transfer at All Levels

Article 1 These Measures are formulated in accordance with Article 104 of the Personnel Management Rules.

Article 2 Unless otherwise specified, the handover of the employees of the Company when they are dismissed or transferred shall be handled in accordance with these Measures.

Article 3 The employee transfer of the Company is divided into the following levels:

(1) Supervisor: refers to department manager, department director and department (section chief).

(2) Management personnel: refers to the personnel who directly manage certain financial affairs or certain affairs.

Article 4 The handover matters are agreed as follows:

(1) Tool handover list or report (format shall be specified separately).

(two) the return of public goods (books, books, charts, stationery, seals, wheel locks, etc.). ).

(three) cases that should be handled but not completed should be explained clearly.

(four) other matters that should be handed over to the project.

Article 5 The Competent Personnel Handover List shall be filled in by personnel at all levels or management personnel, and the management personnel handover list shall be filled in by myself and sealed by all relevant personnel in triplicate, one of which shall be sent to the Personnel Section and the other two shall be kept by the transferor and the receiver respectively.

Article 6 The handover list shall be bound into a book, which shall be signed and sealed by the handover person, the recipient and the supervisor respectively. The supervisor is the section chief in charge, and the personnel above the section chief shall be handled by the manager, the manager, the deputy general manager of Xie Yuan or a designated person.

Seventh personnel at all levels should be handed over in person. In case of transfer, serious illness or other special reasons, relevant personnel may be entrusted to handle it on their behalf, and all responsibilities shall still be borne by the original handover personnel.

Article 8 If the predecessor fails to deliver all the handover forms at the expiration of the prescribed or approved handover period, so that the successor cannot accept the short items or fails to make up the short items within the time limit after being notified, the successor shall report to the temporary handover personnel that the handover is overdue or unclear. If the inquiry is not reported, discussions will be held.

Article 9 When checking or investigating a case, the successor shall report the fraud to the competent leader or separately. If there is any concealment, it shall be jointly and severally liable for compensation with its predecessor.

Article 10 These Measures shall come into force after being approved by the chairman of the board of directors, and the same shall apply to amendments.