Human Resource Crisis and Countermeasures (2)

Human resource crisis and its countermeasures

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The second-in-command of a company suddenly resigned when the general manager was going on a business trip. The resignation letter was euphemistically written, and people could not bear to refuse. The general manager immediately canceled the business trip and rushed back to the company to find the personnel director.

The director of personnel said that the director of operations was in contact with competitors, and the most terrible thing was that all the employees under the director of operations wanted to go, and the managers of branches around the country were also actively asking by phone.

The personnel director also said that why the operation director left is the key, and the most worrying thing is that he has mastered all the confidential things and development strategies of the company.

The general manager said why the chief operating officer left was not the primary issue. The most important thing now is how to deal with it. Now Wang Can Jr. has taken his place.

The personnel director said that Xiao Wang was not here either, so he asked for leave.

The general manager said that the work to be done now is to explain to all employees of the company, so that everyone will no longer be confused and let everyone know that the company has been hurt. As the personnel director, you should immediately recruit another competitor's operation director to the company.

The biggest mistake of the general manager is to immediately explain and condemn the operation director to all employees of the company. Although he wants to divide the power of the director of operations, it first puts an end to the possibility that the director of operations will turn around, which is a passive response. Condemning the director of operations has caused opposition between the two sides, and immediately going to other places to dig people will make employees lose confidence and sympathize with the director of operations.

In the face of this crisis, we should do this: 1, and interview the director of operations immediately. First of all, we should find out the reason why he left his job. Second, please ask the Director of Operations to solve the sequela of resignation and complete the handover before resignation. 2. Immediately promote internally, divide the front lines, and find someone who can temporarily stabilize the situation; 3. Announce the company's development plan to all employees of the company to give everyone confidence; 4. Immediately approve the resignation of the Director of Operations, so that the situation can be made clear, indicating that the company is confident to do a good job and can play a warning role, that is, no one can threaten the company with resignation; 5. Talk to the person to be promoted once, but the general manager can't promise him to be the director of operations, let him take over when there are better talents, or give the person to be promoted an adaptation period, and then decide whether to appoint or not according to his ability; 6. The personnel director must interview to appease the work of the backbone and core employees of the company; 7. The worst plan is to go to court and fight a lawsuit prohibited by the same industry. 8. After the crisis, the company should reflect on why it has not been discovered for such a long time, that is, the change of the loyalty of the personnel director to the operation director was not discovered in time, and no active measures were taken when the crisis occurred. In due course, the personnel director should be fired.

The principle of solving personnel crisis: 1, rational principle, we must weaken negative news; 2, the principle of calm, must not panic, because when the personnel crisis occurs, employees are concerned about the performance of the top. What they care about is not what you did, but how you did it. You must be calm. 3. Stabilize morale in time and keep the company rational and calm; 4. Strengthen the construction and management of knowledge system, work system and resource sharing system; 5, the principle of fairness, must be fair, fair to the loss of employees, but also need to be fair to existing employees; 6, the principle of cooperation, take plans that are beneficial to individuals and enterprises to prevent the next crisis; 7, optimistic principle, to eliminate low morale, stimulate everyone's fighting spirit.

How to solve the problem of employee turnover with the system?

Since employee turnover is as inevitable as human death, we should consider how to avoid the personnel crisis caused by brain drain to the maximum extent from the system. First of all, we should realize that prevention is more important than treatment. Crisis consciousness is the enterprise's advanced consciousness, early warning system and forward-looking consciousness. Specific measures are as follows:

1, create a good atmosphere, a good environment is not only the welfare of employees, but also an incentive.

2, people-oriented, strengthen the construction of corporate culture, not only to meet the basic material needs of employees, but also to meet the spiritual needs of employees, to respect and care for employees, and to unite employees with corporate culture.

3. Optimize human resource management and establish a reasonable salary system. The value of a talent in the market is relatively transparent, and enterprises should pay him more, which will better stimulate his enthusiasm and initiative.

4. To establish a restraint mechanism for talents and a perfect mechanism for technical remuneration, training remuneration and confidentiality protection, we must attach importance to labor contracts and prevent personnel crisis through contracts. A labor contract shall clearly stipulate the contract term, technical confidentiality clauses, compensation clauses for breach of contract and non-competition clauses.

5. Do a good job in resignation management, avoid the phenomenon of job gap caused by labor disputes and resignation, and better avoid the business crisis caused by the brain drain of key talents.

6. When a crisis occurs, a crisis management team must be set up and solved in time. Can't delay, the more delay, the more serious the harm. The crisis public relations between Nestle and SK2 failed. So far, Nestle has not clearly dealt with the crisis. In the Sudan Red Incident, McDonald's and KFC handled the possible and imminent crisis in time.

7. After the crisis, it is necessary to analyze the causes of the crisis, reflect on the measures to deal with the crisis, and evaluate the measures to prevent the crisis that may occur in the later period.

8. There should be a follow-up plan. When an employee has a great influence on the enterprise or a certain aspect, there should be a successor training plan. The history of Taiwan Province Province has spent 65,438+00 years training successors, giving him the opportunity to exercise and making Acer Group develop in a better situation. Don't be like a well-known enterprise in Shandong. The drowning of the president leads to a serious crisis and directly leads to the danger of bankruptcy.

9. Make full use of the probation period and inspection period. At present, many enterprises believe in the first impression and the role of inspection when recruiting, but they largely ignore the performance and working ability of employees during the probation period. Although an enterprise can dismiss employees at any time during the probation period, it is necessary to prove that employees do not meet the requirements of the enterprise when dismissing employees, because enterprises have the burden of proof when labor disputes occur.

10, internal promotion is the first choice, and external recruitment is the last resort. The effective way to recruit key and core positions is through headhunting companies.

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