What have we lost from the loss of old employees?

Every company and every human resource manager will face the problem of brain drain. Whether it is light or heavy has become something we must study. The loss of excellent employees is an important part of these employee losses. However, many times, many enterprise managers and human resources departments often don't pay attention to or do nothing, which makes employees lose. Finally, let the company become a bus and let strangers get on and off. So, today, let's discuss, for the company, besides losing an employee, what have we lost? First of all, let's classify the types of employee turnover, that is, first make sure who are included in the turnover. My understanding mainly includes the following: 1, ordinary employees resign. Such people can be field workers or ordinary office workers; 2. Turnover rate of personnel in key positions. This can include technical positions and key management positions. 3. Outstanding personnel leave their jobs. In fact, ordinary employees and key positions have excellent employees. The reason why we pulled out the list is because this part of brain drain has more special significance. Another is the loss of old employees. Old employees will also mix the first three. Here, we temporarily define its employees who have served the company for more than 3 years. Because these employees also have something special, although we often say that employees are not necessarily treasures, we often feel that we miss what someone did before. After careful judgment, the above four kinds of lost employees (excluding those who left their jobs due to negligence) have the same impact on the company. Of course, this service does not include people whose service life is less than 1 year. Because a person's familiarity and understanding of the company also takes time. So we put the really meaningful discussion on the old employees. That is, old employees, preferably excellent personnel, and of course, the loss of further key positions. Of course, ordinary people are actually the same. In this way, let's see what losses their losses have brought to our enterprise. First, direct experience accumulates losses. The longer employees stay in the company, the greater the loss. Many times, the real value of a company lies not in how high the word book has accumulated, but in what people have left in their brains after a long period of precipitation. Or thinking, or experience, or once the story. And these historical things will make an old man remember forever that a newcomer will never learn unless he pays the same tuition. I remember that the equipment in a factory broke down, and the technicians spent a lot of energy, read a lot of books and consulted many experts, but they couldn't solve it. Later, the company invited an old employee who retired at home to the scene. He looked around and took a look. After replacing the screws, the equipment works normally. You said that this equipment is as valuable as this experience, even with the value generated by this equipment. Then how do you explain its value? If an old employee directly gives the accumulated experience, materials and customers to customers, the loss may be incalculable. The second is the direct performance loss, which will accumulate before the new employees can't be replenished or the operational ability can't meet the requirements. This can be seen directly from the classification of our LCD panels. At normal speed, a new employee can check his appearance 15 days (theoretical training+practical study). You can check this function after one month. Become a skilled worker after 2-3 months, and the daily output reaches or exceeds the standard. After half a year or more, you can be promoted to a heavy sentence after you are familiar with various models and judgment rules. Reach the level of technician. In this process, the impact of newcomers on the company's performance and the cost impact after misjudgment are very intuitive. Third, the growth of new employees leads to a decline in customer satisfaction. The handover of old employees is often within one month, and many people hand over even more. In this limited time, new employees should learn work skills and be familiar with internal communication processes. Many problems and anomalies may have come unexpectedly before the experience. Most people will encounter situations where they don't know what to ask, and then they are at a loss. Customers are often angry about this. One of my clients once had an old employee who left his job and didn't deliver the goods. The successor didn't figure out how to handle the handover of the goods five times. In terms of satisfaction, HR has such a rule: for every 3% increase in employee satisfaction, customer satisfaction will increase by 5%, and profits will increase by 25%-85%; Employee satisfaction reached 80%, and the average profit rate increased by about 20% compared with other companies in the same industry; If employees are not satisfied, customers can't be God. Fourth, replacing workers on site will directly bring economic losses. This part of the loss is mainly the abnormal loss caused by the operator's incomplete understanding of the operation process or immature operation skills. It is said that a storage company's compensation for improper operation of newcomers is as high as several hundred thousand a month. The cost of avoiding personnel flow is much lower than this. There is also a customer compensation of more than 30 thousand caused by malicious damage caused by the departure of employees around me These are visible direct losses. There are also invisible ones. According to the statistics of the engineering department, the data plug-in line for LCD panels. The consumption of a newcomer is 50% higher than that of a skilled worker. That is to say, if an old employee orders 1000 sets and loses 1 root cutting line, then a new employee may only need 500 sets to lose one. This loss sometimes seems hard to see. Fifth, the direct and indirect costs of recruiting new people have increased. Old people leave, new people come in, from posting recruitment information to waiting in the talent market, to interviewing again. For our technicians, the cost of daily training is not output, and the cost of sending money for training is not small. What's more, there is a shortage of front-line personnel now, and it may be necessary to spend money directly from the market and labor service companies to buy people. These are the direct or indirect costs caused by the flow of personnel. Maybe we are used to saying that it is not terrible for employees to leave, and they should be recruited again. In fact, this sentence not only includes indifference to various costs, but also ignores the human characteristics of personnel. We use not a person, but a dispensable thing to fill the gap. This idea is even more terrible. Sixth, the departure of outstanding old employees takes away not only a face, but also an atmosphere, a tacit understanding and even a culture. We will find that the resignation of some individuals will always have a great impact on the surrounding team members, and even cause a great degree of low morale. What's more, it may cause the flow of a group of people. Of course, this is not necessarily more serious. The loss of old employees is more likely to lead to the loss of corporate cultural identity and tacit understanding of work cooperation. The loss of soul figures in key positions in the company may make departments and even companies lose their direction. I once knew a training supervisor in the human resources department. Under his leadership, the company's personnel training and development have been greatly improved and enriched, but after three years, it seems that the whole thing has come to an abrupt end. Can't help but make people feel infinite nostalgia and regret. Seventh, the growth of new employees will also become the burden of old employees. I remember writing an essay that was discussed by the teacher as a model essay in high school, mainly aiming at one of the arguments: the significance of just people's efforts lies not only in their contribution to social progress, but also in eliminating the negative impact of social scum on society. This is not to say that new employees are scum, but that new employees need the assistance and help of old employees more at the beginning, and even many new employees have to share the work. When the old employees share the work and pressure of the new employees, once the company performance and other factors remain unchanged, the satisfaction of the old employees will change. At this time, the negative impact of the departure of other personnel on existing personnel will surface. The above seven parts are just a simple explanation of the impact of employee turnover. In fact, many times, it is easy for us to be indifferent to the loss of personnel, because after all, "the iron camp is a flowing soldier." But if you think about it carefully, the foundation and sustainable operation of the company not only depend on the continuous accumulation of money, but also on the gradual improvement of management culture, which depends on the human level and has far greater influence on the company than the former. I will further discuss how to keep people in the future, so I won't describe it here.