Manager Z is an old employee of the company. He once served as assistant general manager, manager of personnel administration department and manager of planning coordination department in our company. It can be said that he knows the overall situation of the company. He is proficient in information technology and management. The key is that he is still very popular and gets along well with his colleagues. I don't understand why he resigned. Just when I was wondering, he made such remarks in the group: Someone asked me if I would leave if my salary was increased to XX yuan. I said of course, I can earn this salary elsewhere. The point is that there is no need to stay here because of different values.
For this company, manager Z is the core talent. With his long-term accumulated professional skills and work experience, he may even steal some customers. This is undoubtedly a huge loss for the company.
Now let's figure out how much the loss is.
(1) explicit turnover cost
When manager Z resigns, someone must take his place. At this time, the usual practice of the company is to pay the commission of the recruitment website to send recruitment information, hire headhunting consultants to find talents, promise to pay high salaries to newcomers, and sometimes even pay the interview fee for job seekers. ...
(2) intangible turnover cost
Besides what we just said, the resignation of manager Z will take away his work experience and customers. From the moment he decided to leave, he may be busy updating his resume and then going to find some suitable companies for interviews, which will lead to the decline of his original work efficiency. Moreover, manager Z is very popular, and his departure may be "contagious", leading to the departure of successors. This has happened in this company.
Besides, think about it, are core talents so easy to find? In fact, it is not easy to find a suitable replacement, so on the one hand, the company will spend a lot of time interviewing new employees, on the other hand, the workload and burden of the temporary replacement will increase, which may lead to their work delay and even make them have the idea of leaving.
Even if the right person is finally found, there will be a period of training adaptation, and newcomers may not be competent for the job.
Because I was in the personnel administration department of the company before, I was able to settle this account.
I believe that many companies are actually unwilling to pay this unnecessary expenditure. What can be done to avoid the loss of core talents? The answer is: stay for an interview.
The book "Retaining Core Talents at Zero Cost", co-authored by beverley Kay and Sharon Jordan-Evans, focuses on how to interview talents and the skills to improve the success rate of interviews.
First of all, what is an exit interview?
As the name implies, it is to retain talents through interviews. Many managers don't realize the importance of "staying for an interview". At most, interviews are held when employees leave their jobs, but this time is often too late. It's best to start from the first day employees enter the company, and then it's best to interview employees once in a while.
The reason why "talent interview" is important is that it is a direct dialogue between managers and employees, and it is an opportunity for managers to get to know employees better and show concern. In fact, managers can put themselves in their shoes. If the leader asks you for a "talent interview", do you feel that you are highly valued? Some people may retort: doesn't it take a lot of time to repeat the interview? But why don't you think it takes less time to recruit new employees? Therefore, staying for an interview is undoubtedly the most economical and effective.
Second, how to conduct a retention interview?
1. Ask appropriate questions according to different styles (age, personality, etc.). ) Evaluate yourself and the interviewee and prepare for their demanding requirements. And choose the right time and place. If you want to show sincerity, you can choose a coffee shop or a restaurant.
Take manager z as an example. The interview question for him can be: What can I do to make you stay? What is the reason why you want to leave the team?
At this time, managers should listen patiently to manager Z's answer and learn to listen. Pay attention to some information in his conversation, and then ask questions. Manager Z said that the reason for leaving his job was different values, but he didn't specify what the difference was. At this time, managers can continue to ask questions: So, can you elaborate on the differences?
Manager Z may answer: I have different views and opinions on some decisions and practices of the company, but the company did not ask for my advice. Once the decision is reached, I can only be forced to accept it, which will easily lead to some contradictions and make me unhappy.
Managers can answer this question: I did neglect this aspect, and then I will make corresponding improvements. Or if you have a good solution, you can also bring it up.
Manager Z may answer: I hope that the company will solicit more opinions from employees when making decisions. After all, employees are part of the company.
Managers can answer this way: ok, I will refer to your opinion. Is there anything else that forced you to leave the company?
Did you get a look at him? Through interviews, managers can understand the needs of employees and their problems in the management process. However, when talking, managers should pay attention to using some interview skills, such as listening carefully, keeping a good mood and keeping a calm tone, which also makes the interviewee feel that he is actually valued. In addition, managers should express their important information to the company in time during the interview, which will improve the success rate of the interview. After all, every employee wants to be valued by the company and find a sense of belonging in the company.
But in most cases, the requirements for employees to stay in their jobs may be: salary increase or promotion. This is what most managers are most afraid to hear. But there's no need to worry. "Retaining core talents at zero cost" puts forward a four-step method to deal with harsh requirements:
(1) recognition: recognize and pay attention to each other's needs;
(2) Tell the truth: let the other party know what difficulties they need to overcome to meet his requirements;
(3) Concern: deeply understand his needs and express support;
(4) Ask him: "What other requirements?" .
2. Of course, not every employee will answer the manager's questions truthfully, and there may be some concealment or perfunctory, or even don't want to answer the manager's questions. At this time, managers may need to establish a trust relationship with each other and gain the trust of each other in order to tell the truth.
So how to build a trust relationship?
Repeating "talent interview" frequently is one of the effective methods. Through frequent interviews, managers can know the real needs of employees. If the other party's needs can be met by the company, try to meet him and keep your word. In the long run, you can naturally establish a trust relationship with employees.
In addition, managers should show their true selves in their daily communication with employees. When they are in trouble, lend a helping hand as much as possible; When they encounter challenges, they should try their best to be staunch supporters behind them. In this regard, manager Z has done a good job. He often interacts with colleagues in his own department and also provides them with guidance and help, so his subordinates trust him and support him. Even if some subordinates are transferred to other departments, they will ask him for advice when they encounter problems. Therefore, he has established a strong trust relationship with his subordinates.
3. In a word, the effective interview steps are:
? Ask leading questions first.
? Find out what makes employees want to stay.
? Find out the positive measures related to employee retention, so as to further improve employee loyalty and participation.
? Identify potential "incentives" that may lead employees to consider leaving their jobs.
In addition, managers should pay attention to the fact that not every employee likes interviews, so managers should take appropriate measures according to the specific situation, such as email or questionnaire. ...
Third, the conclusion
In fact, if you think about it carefully, the reason why a core talent can become a core talent is because he must be a person who is strict with himself. Therefore, the requirements for core talents may be higher than those for managers. If managers can retain core talents, they may create more unexpected value for the company.
Of course, the methods, skills and precautions in the book "Retaining Core Talents at Zero Cost" are not only these, but also provide specific cases and analysis for managers' reference. "Talent interview" is a science and an art, which varies from person to person and requires managers to skillfully and accurately use interview skills. Therefore, retaining core talents at zero cost is undoubtedly a necessary desk book for managers.