What should employees do if they leave after the Chinese New Year?

What should employees do if they leave after the Chinese New Year?

What should employees do if they leave after the Chinese New Year? In order to retain employees, salary is only one aspect, and more importantly, it is to improve employees' sense of belonging. It is necessary to provide systematic training for employees on a regular basis to motivate employees and make them eager for success. The following is what employees should do if they leave after the Chinese New Year!

What should employees do if they leave after the Chinese New Year? 1 1, quit voluntarily.

At present, most employees are concentrated in the post-90s generation, which is a passionate age group. In their growth stage, they personally saw and experienced the fun of success, and even saw the success stories of the post-90 s generation spread in the circle of friends every day, which would prompt them to choose a better platform, and your beauty company became her springboard.

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Active job hopping is basically for the pursuit of better development. After you communicate with her, you find that you can get the development she wants, and then adjust the mechanism, provided that this person is worth staying. If the simple mechanism can't satisfy you, then try to turn her into your partner. Can't satisfy others, can't stop others from wanting to develop, can only bless others.

We must be soberly aware that truly capable people will never be satisfied with the status quo. If you want to keep talents for a long time, you have to grow faster than talents, otherwise it will be a matter of time before talents leave you, and it is useless to struggle.

2. Be tempted to jump ship

Beauty peers dig corners, not only customers are the objects that beauty companies compete for, but also employees are favored. Customers and employees are tied together, so many colleagues think that if customers are robbed, employees will not follow them to new beauty companies, but if employees are robbed, customers are likely to follow.

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If your peers poach your employees, it will be a fierce battle. This is also a test when you usually lead the team, and the emotion+mechanism is not in place. Many times, emotion is more important than money. But then again, most people in this world can't stand the temptation of money. Just look at the temptation.

3. unhappy at work

Many post-90s employees live in a "only child" family environment. They are "little emperors" and "little princesses", so they enjoy the feeling of being loved, valued, cared for and surrounded. Once you enter a beauty company and become an employee, you will find yourself so ordinary and neglected.

There are also three women in a play, and the beauty company is the place with the most women, so the play continues. What's more, there is a self-evident competitive relationship between employees.

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A team can't be together without contradictions. Just like a family, there will always be various situations, but the key to maintaining the stability of the team is the core people (that is, the boss and the leader). As long as you can balance your relationship with every employee, other problems are not serious.

Don't believe that the so-called team must be close to everyone, which is deceptive. Do you think there are teams that can do it since ancient times?

4. I didn't make much money

Many beauty business owners are still in the stage of making a lot of money by themselves, and employees come with the mentality of making money. When beauty companies can't make much money in a short time and have difficulties in operation, often everyone can face the difficulties together; However, the profit situation of beauty enterprises is very good, and when the boss does not do well in profit distribution, the expected income of employees is too small, and the mentality of employees will be unbalanced.

Nowadays, the education and training of most beauty enterprises are inseparable from money, which leads all employees to look at money instead of feelings, so employees will think that they don't earn much.

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First: make a lot of money, give more to employees, and the money will be scattered. If you have to make a big profit by yourself and let others cooperate with you without making money, then you are not far from losing money, as Ren Zheng Fei of Huawei said: No matter whether you are a talent or not, more money is a talent.

Second: if you don't make money now, you should make a profound review, make a profit plan of 20 17, communicate with each employee in depth, tell you your plan, and tell you how to divide it with them after you earn it.

5. Occupational fatigue

Being engaged in the same occupation for a long time without new changes and promotion will lead to job burnout, especially in beauty enterprises, which have little contact with the outside world, leading to many employees' occupational fatigue soon.

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First, if you are competent enough, try to change his identity and status, upgrade to a higher level, and give him new challenges and new stimuli. Everyone needs excitement.

Second: If the ability is not enough, try to improve his ability and conduct special study and training. When his ability is improved, he will make achievements and feel a sense of accomplishment, and that sense of burnout will disappear immediately, at least for a long time.

Other ways to retain employees

(1) Enrich organizational activities.

Life is boring, working hours are long, and it is easy to form psychological fatigue, which is an important reason for employees to leave. Therefore, in order to retain employees, it is necessary to purchase and replace some in-store entertainment facilities, hold dinners, sing songs and other activities to increase the interest of life and let employees feel the fun of organization and team.

(2) Regular psychological counseling.

Employees' long working hours and heavy work pressure lead to heavy psychological burden, which must be paid attention to. Psychological counseling should be conducted regularly. Operators should have an in-depth conversation with each employee at least once a month to understand the psychological dynamics of employees.

According to the characteristics of feminization and youthfulness of employees, psychological counseling can be divided into two aspects:

One is to guide employees from their own clothes, guide them to realize the importance of external decoration, encourage them to work hard and enhance their charm.

The second is temperament, including cultivation and knowledge. Enterprises should provide a good promotion platform according to employees' own abilities, so that employees can cherish learning opportunities and improve their temperament.

(3) Enhance the charm of the person in charge of the enterprise.

The image and charm of the person in charge of an enterprise play an important role in influencing employees. As an operator, we should keep learning, set an example of standardized service for employees, and share the operating results with employees, especially the difficulties encountered in communicating with customers and the experience in handling them, so as to enhance personal prestige and charm, and urge employees to worship and learn the operator as an idol, which will invisibly improve employees' loyalty to operators and enterprises, and employees will not easily have the idea of leaving their jobs.

(4) Enhance employees' sense of belonging to the enterprise.

In order to retain employees, salary is only one aspect, and it is more important to improve employees' sense of belonging. To this end, on the one hand, we should regularly conduct systematic training for employees, motivate them, and make them eager for success and work hard towards the expected goals;

On the other hand, encourage employees in various ways, such as spending 15 minutes in face-to-face morning meetings with employees every morning, so that frustrated employees have a chance to cheer each other up and the day will start with vigor.

What should employees do if they leave after the Chinese New Year? Two years is coming to an end, and everyone is having a hard time!

Ordinary employees recall that they have worked hard for a year, and they will have expectations for the year-end bonus and salary adjustment. Some people even have a career in mind and plan to leave after the year-end bonus.

Managers, on the other hand, have to worry about the distribution of employees' interests. You should know that everyone has worked hard for a year, but their performance has not really increased, just like a clever woman can't cook without rice.

But what should be done is still to be done, otherwise it will easily chill the hearts of employees. I also collected the practices of some enterprises, hoping to provide some reference for you.

First, do you want to know whether you want to retain talents or manpower?

Many bosses are always annoyed. People run away as soon as they finish the year-end bonus, and even divide the year-end bonus into two parts, the first half of the year and the second half if employees come back to work after the year. This is indeed a way.

But there is a paradox. Those employees who expect to live on year-end bonuses are often not very capable. For business owners, the most important thing is to ensure the safety of the core team.

Therefore, enterprises should learn to classify employees with detailed standards and data in peacetime and formulate different salary incentives.

For example, Ali will compare different employees to four different animals. For example, Huawei divides employees into three categories:

First, ordinary workers: according to the relevant salary provisions of laws and regulations, their wages and benefits are approved, and employees are paid a little better according to the operating conditions of enterprises;

Second, ordinary strugglers: as long as their output contribution is greater than the cost paid to them, they can get higher rewards;

Third, effective strugglers: these people are the backbone and can share the surplus value of the company, that is, bonuses and stocks.

Of course, in an enterprise, these three types of people must be allowed to exist at the same time, but they will be biased when facing the future.

Second, learn to use money to keep people, and the year-end bonus is issued by the university.

Enterprises will easily make three major misunderstandings when issuing year-end awards:

First of all, will everything be fine with the year-end bonus? No!

If you want to make the incentive effect more obvious, you can give employees multiple surprises and try to make the good news come in stages.

For example, if you paid the year-end bonus those years ago, you can pay 1 month's salary first, then pay the year-end bonus in a few days, and then give some small welfare gifts in the New Year in a few days, so that employees can feel many times happier.

Secondly, is it feasible to directly double the year-end bonus?

If you ask me, the simple and rude year-end bonus method is just to pay for the usual laziness. The year-end bonus that can really play an incentive role should be a differentiated year-end bonus that is directly proportional to the contribution of employees.

For example, Ali's year-end bonus has nothing to do with his usual salary. It will score according to the performance and profits of the subsidiaries and departments to which employees belong, as well as quarterly assessment, annual total score and other indicators.

Of course, this operation is a bit difficult, which tests the skill of HR at ordinary times.

Finally, can the year-end award only be money?

Of course, the year-end bonus without money is playing hooligans, and besides money, don't underestimate other ways, especially the "scheming" of family members.

For example, some Beijing stores with log cabin barbecues will provide a benefit for "left-behind" employees during the Spring Festival-taking their families to Beijing for the New Year. For the service industry, this kind of humanistic care will make employees warmer.

Third, it is better to have a thousand dollars in hand than to have a skill. Training at the end of the year or the beginning of the year is also a good method.

In Coca-Cola Company, there is a set of "Sales Elite Series Training" teaching materials. When you hold different positions in the company, you will receive corresponding training.

The richness of the training program will make people think of "I am willing to work for such a company without money" in an instant.

For professionals, they are more willing to accept the so-called actual combat training, so as to solve the problems in practical work.

Therefore, many employees will endure it year after year, feeling that it is more valuable to go out and apply after listening to these courses and getting certificates.

For small and medium-sized enterprises, a similar method can be adopted. If the internal training is unqualified, they can seek external training cooperation and tailor the training plan for employees in the coming year, thus attracting employees to stay.

Fourth, let employees have a sense of ceremony when they join and leave.

At the annual meeting of Ren Shan Information, there is a special and grand award, that is, the loyalty award. Mainly used to reward employees who have stayed in the company for five years, and will seriously let them get on the big stage to receive the award. Of course, bonuses and prizes are not cheap.

This is the sense of ceremony. At the end of each year, employees will calculate how many years they have worked in the company. The company held a ceremony for them to show their respect for employees and told them that the company was very concerned about the changes and growth of employees. Conversely, employees will sincerely respect his work and his company.

In addition to joining the job, leaving the job is also very important, which is also ignored by many enterprises. It is said that Tencent will send a souvenir book to every employee when he leaves his job, which contains his past experiences and achievements.

This kind of practice will be warm to both the leavers and the incumbents.

Fifth, the best welfare for employees is to recruit excellent people to work with TA.

At the end of each year, we always try our best to keep people. In fact, I think it's a false proposition, as if the decision was made at the end of the year. In fact, the idea of leaving my job has long taken root in my daily work.

The year-end job-hopping craze is also prompting every boss to think about several issues:

1. For example, why is the turnover rate so high? Did you use the wrong recruitment standards and recruitment methods at the beginning?

2. For example, how to make employees willing to grow with the enterprise? Behind this, it also involves the issue of corporate culture, so that everyone can talk and laugh and have the same goal, without idiots.

3. For example, do we really choose talents according to the company's current planning and stage?

4. Just like when the company just started, don't recruit high-skilled and top-notch talents from the beginning, which will easily make the company unbalanced; When the company matures, it is necessary to start looking for talents who can lead the enterprise to break through.

In other words, if the talents and the development of the company can't match, it is only a matter of time before they go their separate ways.