From recruitment to resignation

There are many reasons for employees to leave, such as personal reasons, such as employees' inadaptability to the management style and cultural atmosphere of the enterprise, job burnout, conflicts with superiors or colleagues, heavy work pressure, personal or family reasons, and organizational reasons, such as lack of competitiveness in salary and benefits, lack of promotion mechanism and internal unfairness.

For human resources workers, it is more important to find out the reasons for staff turnover from the organizational level, and then take targeted measures to effectively prevent the loss of core employees.

Rapid organizational development leads to structural replacement.

Now this era can be said to be the golden age of rapid development of enterprises, and many large enterprise groups seem to emerge overnight. Domestic enterprises, in particular, have deduced one business myth after another and created one business hero after another according to domestic local advantages and policy environment.

However, behind the rapid expansion of enterprise scale, it is often the helplessness of human resources staff: if the enterprise develops too slowly, employees may leave because they can't see the prospects; If the enterprise expands on a large scale and the organization changes rapidly, a large number of new jobs will appear inside the enterprise, which also provides new growth space for internal employees. But in fact, enterprises often complain that the growth rate of employees can't keep up with the development speed of enterprises, so recruiting new people has become the main task of human resources departments in many enterprises.

In some companies, a large number of management positions and even decision-making positions are using new people, which makes enterprises face a serious personnel management problem: the original managers are easy to form gangs under the impact of new management methods and concepts; There are too many new people, and the enterprise cannot be integrated in a short time; New employees, especially those in important management positions, have their own work background and management concepts, and it is difficult to change their original behaviors.

In an environment full of new faces, if you want to stand out, you must find ways to exert your influence. It is very likely that everyone will go their own way, so there will be corporate political problems such as fighting for power and profit, and the management platform of enterprises will become the battlefield for managers to fight in secret.

In addition, the rapid development of the organization may also lead to unclear organizational structure, chaotic process, management vacuum or power struggle; If the management width of top managers is insufficient, there will be ultra vires behavior of downward management, which will lead to the sense of loss of middle managers. These are all factors that lead to employee turnover.

Under the group governance structure, the situation will become more complicated. For grass-roots employees, the management has not formed a unified management style, management style and management concept, which means that they are at a loss. As a result, enterprises have worked hard to recruit talents, but managers often leave because they can't reach their goals, and grassroots employees feel that the company's management is chaotic.

So many companies, especially fast-growing companies, almost all face such a problem. Enterprises need a large number of talents, but the high turnover rate often affects many jobs, and it seems difficult to find an effective solution. This kind of corporate governance structure does not adapt to the development speed of the company, which is what we call structural resignation.

As a fast-growing enterprise, in order to solve the problem of personnel flow caused by the rapid development of the organization, the first thing to be solved is not the speed of the company's development, because enterprises can survive by development. Therefore, what the company should carefully plan is the corporate governance structure.

Many so-called over-expanded and failed enterprises in China often cannot control the scale expansion of the company because of the lack of suitable corporate governance structure. If the company can provide organizational guarantee for rapid expansion, it can make the company's development speed develop within a stable structural framework. In this way, even if a large number of new employees enter, each organizational unit will work within a relatively clear scope of authority, which can avoid the resignation caused by the above problems.

The gap between reality and expectation has become the biggest hidden danger for new employees to leave.

After the death of a beautiful human resources worker, God promised her that she could choose to live in heaven and hell for one day, and then decide where to live. One day in heaven, she felt carefree and free; In hell, she was greeted by beautiful scenery, enthusiastic colleagues and heartfelt wishes, a sumptuous dinner, joyful dancing and a bright future.

She knew that heaven was good, but she was more attracted to hell, so she decided to stay in hell. Woke up the next day, she found herself standing on a desolate dump, surrounded by garbage and mud. The devil approached her and made fun of her. She doesn't understand, isn't this the hell she yearned for yesterday? How did this happen? The devil smiled and said, "That's because we were recruiting yesterday, and today you have become one of us."

This is not only a joke of human resources workers, but also a realistic portrayal of many companies. Many people in charge of recruitment believe that in order to maintain and maintain the company's external image, it is impossible to provide negative information about the company to candidates. Especially when the company is in a hurry to recruit people, HR faces great recruitment pressure. In order to complete the task and attract new people to join the company, some problems will be avoided intentionally or unintentionally.

Of course, there is another possibility, that is, the person in charge of recruitment doesn't pay attention to corporate culture, can't tell the difference between corporate culture orientation and negative information, and doesn't know what kind of person the company wants to recruit.

Therefore, many companies like to describe the company as having bright prospects, unlimited potential, good development opportunities, competitive salary and benefits, and a humanized working atmosphere when recruiting. It seems that newcomers enter the workplace paradise after entering the company.

However, when new employees really enter and get to know a company, they think they went to heaven, but in fact they went to hell. Because there is such a big gap between expectations and reality, some people will leave in a short time because of disappointment.

Experience shows that the highest turnover rate of employees is at the end of the probation period and during the sixth to eighteenth months of entering the company. During this period, employees began to get to know the company gradually, and began to complain that the human resources department did not introduce the company clearly when recruiting, and the company's promises at that time could not be fulfilled. Some of them will quickly adapt to the environment and stay, becoming the backbone employees of the company; There are also some people who start looking for new opportunities and wait for them to leave.

In short, a huge psychological gap will lead to employees leaving their jobs, and this kind of resignation is often not recognized by company managers, because when such employees leave their jobs, the column of resignation reasons on the resignation letter may only have simple excuses such as "personal reasons" and "family reasons", but it will not explain their psychological dissatisfaction.

Therefore, when recruiting, the company should provide the applicant with real information, including work content, environment, policies, manager style, etc., put forward the company's real expectations and make real and achievable commitments to avoid employees' unrealistic expectations of the company.

Of course, this is not to tell candidates what the shortcomings of the company are, but to emphasize the positive aspects of the work, rather than deliberately covering up the negative factors that affect employees' turnover. Companies can also encourage internal promotion, and internal employees recommend talents, because these people already know the actual situation and work content of the company, and tell the candidates the real situation to make their expectations of the company more real.