First, from the employer's point of view.
Subjectively, employees leave their jobs automatically and have no intention of continuing to serve the original employer. Objectively, they no longer leave without saying goodbye to their employers. Its essence is that the laborer violates the provisions of the labor contract and labor laws and regulations and illegally terminates the labor relationship with the employer. Therefore, the suggested solutions are as follows:
1. Get ready for the job.
When an employee takes up a job, he should collect the employee's contact address or contact person, and explain the relevant documents of the company, and mail them to the contact address or other contacts, which will be deemed to have been delivered to the employee himself. In this way, employees can contact each other when they leave their jobs, and they can also convey documents (such as notices) such as decisions of enterprises to employees in time.
2. claim compensation for losses
If the employee's voluntary resignation does cause losses to the enterprise, the enterprise can collect relevant evidence and claim compensation from the employee in accordance with the Compensation Measures for Violation of the Labor Law on Labor Contracts. For example, the expenses of employers such as recruitment and training should be made clear as far as possible, so as to calculate the amount of employee losses.
3. Formulate corresponding rules and regulations.
Enterprises should formulate rules and regulations in combination with Article 39 of the Labor Contract Law, and include voluntary resignation in the category of serious violation of regulations, so as to provide a basis for handling employees' voluntary resignation.
Second, from the perspective of employees.
Most of the reasons why employees leave their jobs are because of salary and mood. For front-line employees, salary should be the main reason; For managers, mood should be the main reason. I read a document and found that there is a phenomenon of "232" in employee turnover, that is, there are three periods of employee turnover, namely, the second week of employment, the three-month probation period and the old employees who have worked in the company for two years. This is the "232" phenomenon of employee mobility.
1, the first "2" is two weeks.
The employee worked in the company for two weeks, and he learned some basic information. He found that it was completely different from what he introduced when he applied for the job, and the corresponding salary and benefits were also different from what the recruiter introduced when he applied for the job. When he applied for the job, the recruiter introduced him to enjoy various benefits such as travel allowance and quarterly bonus after he joined the company. However, when he really joined the job, he found that the subsidy was too small for everyone to enjoy, and so on, which was far from his expected salary requirements, so he stopped waiting and offered to resign.
2. The second "3" is a three-month probation period.
Why did the employee resign during the probation period? There are many reasons for this, such as what position the recruiter promised him, what training he will receive, what benefits he will enjoy, what development opportunities he will have, and so on. However, three months later, nothing happened. Or how recruiters describe the company's corporate culture when applying. However, three months later, he deeply understood the corporate culture of the company and found that you exaggerated for him. At this time, employees will reconsider and will not wait or adapt after the probation period.
The last "2" is two years.
The first two reasons are related to recruitment; The last "2" is two years. Employees have worked in a company for two years, and we all call them old employees. For the old employee, because he has worked in this unit for two years, he sincerely recognizes this company and loves his job. But two years later, he hopes to make a breakthrough in his current job, get the opportunity to learn new knowledge and skills, and want to be promoted or rotated. At this time, if the company can't provide him with this opportunity to expand his work, the old employee will not stay at this juncture for two years.
4. How to avoid the "232" phenomenon of employee turnover?
Because the first and second reasons for leaving are mainly related to recruitment, it must be noted that recruiters can't blindly pay attention to the attendance rate and are eager to expect candidates to arrive at their posts. The basic policies of the company advertised during recruitment are untrue or biased. Recruiters must truthfully inform the candidates of the corresponding salary and benefits, objectively and fairly introduce their company's corporate culture, especially some of the company's characteristic corporate cultures, and avoid exaggerating or making promises easily. The third reason is closely related to the work of employee relations in the human resources department. As HR staff relations personnel, we should pay attention to the mentality and ideas of old employees and communicate effectively in time. Of course, there are so many employees in the company that it is difficult to pay one-on-one attention only by HR personnel. At this time, you can rely on department heads and corresponding tools. First of all, when there is a vacancy in the company, it can be openly recruited through the internal network first, so that internal employees can know the current vacancy situation of the company in time and provide an opportunity for them to quit. Secondly, the human resources department can conduct a survey of employees' career orientation once every six months to understand the basic ideas of employees and focus on those employees who are willing to be promoted or transferred. After communicating with the heads of relevant departments and understanding the past work performance of their employees, employees who do have room for development can be given certain assessment to help them achieve promotion or change. If it can't be realized at the moment, we should also communicate with employees in time to help them find a suitable career development path.
5. Strengthen the influence of corporate culture
Corporate culture is not formed in a day or two. It is related to the style of top managers, as well as the mission, objectives and management mode of enterprises. Every enterprise has a different corporate culture, as long as it is suitable for its own enterprise, it is a good culture. It also contains many aspects. Personally, a good corporate culture is a culture that gives employees a sense of belonging, security and dedication. Of course, there should also be a good performance appraisal model, which rewards the advanced, encourages the backward, treats every employee fairly (which is difficult to do), and timely praises and rewards the employees who have made outstanding contributions (if any) to make him feel a sense of accomplishment, which will also tell other employees the attitude of the company.