How to reduce the turnover rate of employees must start from studying why employees leave?

Why employees leave, has been a problem for small and medium-sized enterprises. How to reduce the turnover rate of employees must start from studying why employees leave?

Employee turnover, especially the turnover of old employees, is actually a double loss pattern for most cases. The loss of a GanJiang “Talented people”familiar with the company's business and culture, loss of business heritage, new business opportunities, customer resources, cultural heritage, and even the feelings of employees on the job, brings negative information dissemination, business handover inheritance, new employees can not do the risk, increased turnover, recruitment, training and other human costs; and for employees, it is not always able to achieve better results, he has to take the new job can not adapt, culture can not integrate, no friends, staff relationship is not easy to get along with, welfare reduction, promotion opportunities need to re-seeking and other unknown risks. Only a few cases are win-win situations (companies want employees to leave or employees to improve in all aspects of the new company), and win-win situations are rare. Most of the employee turnover is unbearable to take this kind of double loss radical approach, in exchange for the inner balance, so why not study why employees leave?

Leaving is not the beginning of employee dissatisfaction with the company, but the intensification stage. That is to say, employees have been dissatisfied with the company for a long time before leaving, they are tired, then unhappy, then dissatisfied, then complain, and finally complain that it is a rational judgment made after a long psychological struggle. Instead of a fever, they weigh pros and cons, consider gain and loss, and consider all aspects of life. Because of this, do pre-employment interviews, expect to retain employees can hardly succeed.

Why did the employee leave? What do they resent? Let's talk about it today.

Don't expect employees to tell you the real reason for leaving in an exit interview. More than 80% of employees say the reason when leaving is just to take into account the feelings and affordability of both parties.

Ma Yun once said that there are only two main reasons for employee turnover: the money is not enough; the heart is aggrieved. Generalized the main reasons but not comprehensive, at the same time too general, what grievances, specifically, there are many aspects.

From the analysis of the reasons for the departure of employees at different levels, the reasons for the departure of grass-roots employees, middle-level employees and senior employees are mostly different.

From the length of service, employees leave the company for 2 weeks, related to hr entry communication ;3 months, related to inability to adapt to work and job content itself ;6 months, related to direct superiors ;2 years or so, related to corporate culture ;3-5 years, related to limited promotion space ;5 years or more, related to boredom and uneven progress.

Actually, the inside of each time period still envelops Vientiane, the first two cases, point to the end, as hr should know what to do.

The two-week departure shows that the actual situation (including the first feeling of the company environment, induction training, reception, treatment, system, etc.) seen by the new employee has a big gap with the expectation. What we have to do is to make the actual situation as clear as possible, not to hide or exaggerate, so that the new employee can objectively understand his new owner, so that there will be no huge psychological gap, do not worry that the new person will not come, should always stay; Then systematically comb all aspects of the job, including recruitment to notification, reporting, induction training, transfer with the employing department, fully consider the feelings and inner needs of the new person, make the new person feel respected, valued, let him understand what he wants to know.

Three months of entry, mainly related to the work itself. There is passive separation, here only talk about active separation, indicating that there are some problems in our post setting, job responsibilities, qualifications, interview standards, which need to be carefully examined in order to timely remedy, reduce the ineffective labor in the recruitment process.

Those who leave for 6 months are mostly related to the leadership of the direct superior. A manager effect —— the biggest factor in his ability to achieve excellence comes from his direct boss. Human resources departments should find ways to get company managers trained in leadership to understand and master the basic qualities of leadership. Managers should understand the advantages of subordinates and match their strengths with their job responsibilities to maximize the effectiveness of the company, but also let employees reflect his value. A good manager is a coach, he has the obligation and responsibility to explore potential and advantages, and cultivate subordinates, become an important driving force for the success of subordinates. The results of a change of leadership in the same department may be completely different, and the performance of the same group of employees may be diametrically opposed. One may be full of fighting, passion, and the other may lead to complaints, lax teams, and frequent departures.

Direct superior should be the first to understand the various trends and tendencies of subordinates, his sentence may solve the problem can also cause contradictions, if not handled well, the morale of the team decline, combat effectiveness decline, will enter a bad cycle. Therefore, the team that leaves more employees in a year should pay attention to his direct superior may have problems.

About 2 years leave, and corporate culture has a relationship. Generally, the enterprise has been fully understood, various ways of doing things, interpersonal relations, human environment, authorization, career development and so on are very comprehensive, even including the company strategy, the boss's hobbies. Companies with a good corporate culture will have a comprehensive review of the values of candidates in the recruitment process, hoping that new employees will be integrated into the corporate culture and contribute to the continuous optimization of the culture; companies with a poor corporate culture will not be too demanding on the values of candidates, often only one-sided, hoping that they will come in to purify and improve the cultural atmosphere, but backfired: first, their own values orientation may be problematic or flawed; second, even if their values tend to be positive, one's strength can not match the long-established atmosphere; Third, new employees are trying to integrate into the team, try to be less isolated, so more easily assimilated.

When the company culture conflicts with the new employee values to a certain extent, or even reaches the critical or breakthrough principle, it will lead to the breakdown of the relationship, leaving is inevitable. As an enterprise, three times a day, aware of the company's adverse factors, the company is not large and small, need a good working atmosphere to make employees happy.

Three to five years of separation, related to career development. Unable to learn new knowledge and skills, pay promotion space is small, no more senior positions to provide, at this time the best solution for employees is to switch jobs. But for enterprises, employees at this stage should be the most valuable and lose more. Therefore, we should design a reasonable career development channel according to the different demand structure of different types of employees; understand the psychological dynamics of employees and listen to their voices; investigate the relationship between supply and demand in the occupational market, and actively adjust salary and position design. Our aim is to retain employees, and other policies can be adjusted flexibly according to the situation.

More than 5 years of staff, increased endurance. On the one hand, leaving the job is caused by professional boredom. We need to give him new responsibilities and more innovative jobs to stimulate their enthusiasm. On the other hand, personal development and enterprise development speed is not unified, who has become the slow development of the elimination of the object, staff neglect to learn, stagnation, will inevitably make the enterprise gradually estranged and neglected; enterprise development is too slow, staff rising space can not open, for career-minded employees can not see new hope, will inevitably seek another job.

员工为什么离职，一直是困扰中小企业的难题。如何降低员工的离职率，必须从研究员工为什么离职开始？

员工离职，特别是老员工的离职，对于大多数情况下实际上是一个双输的格局。企业损失了熟悉公司业务和文化的干将，损失了业务传承、新业务机会、客户资源、文化传承、甚至在职员工感受等等，带来了负面信息传播、业务交接传承、新员工不能胜任的风险，增加了离职、招聘、培训等各种人力成本；而对于员工来讲，也不是总能收获更好的结果，他要冒着新工作不能适应、文化不能融合、没有朋友、员工关系不易相处、福利减少、晋升机会需要重新争取等等未知的风险。只有少数情况是一赢一输的状况（公司希望员工离职或者员工在新公司各方面都有提升），双赢的情况更是少之又少。员工离职大多都是忍无可忍的情况下才采取这种双输的激进做法，以换取内心的平衡，那么企业为什么不去好好研究员工为什么离职呢？

离职并不是员工对公司不满的开始阶段，而是激化阶段。也就是说员工离职之前已经对公司不满已久，他们先是厌倦，然后不快乐，然后不满意，然后抱怨，最后抱怨加重忍无可忍，这是经过长期的心理斗争才做出的理性判断，而不是一时的头脑发热，他们要权衡利弊，考虑得失，考虑生活所需等各个方面。也正因为如此，做离职前面谈，期望留住员工几乎不能成功。

员工为什么离职？他们对什么不满？我们今天就来探讨一下。

不要期望员工在离职面谈中，跟你说出真正离职的原因，80%以上的员工在离职的时候所说的原因只是为了顾及双方的感受和承受能力。

马云曾经说，员工离职主要原因只有两个：钱给的不够；心受委屈了。概括了主要原因但不全面，同时过于笼统，心受了什么委屈，具体来讲还要分很多方面。

从不同层级员工离职的原因分析，基层员工、中层员工和高层员工离职原因大多数是不同的，后面将专门来讲如何分层级的用人和留人。

光从在职时间长短来讲，员工进公司2周离职，与hr的入职沟通有关；3个月内离职，与不能适应工作和工作内容本身有关； 6个月内离职，与直接上级有关； 2年左右离职，与企业文化有关；3-5年离职，与晋升空间受限有关；5年以上离职，与厌倦和进步速度不平衡有关。

其实，每个时间段的里面仍然包络万象，前面两种情况，点到为止，作为hr应该都知道该怎么做了。

入职两周离职，说明新员工看到的实际状况（包括公司环境、入职培训、接待、待遇、制度等方方面面的第一感受）与预期产生了较大差距。我们要做的是，在入职面谈时把实际情况尽可能的讲清楚，不隐瞒也不渲染，让新员工能够客观的认识他的新东家，这样就不会有巨大的心理落差，不要担心即将到手的新人不来了，该走的总是留不住；然后把入职的各个环节工作进行系统梳理，包括从招聘到通知入职、报道、入职培训、与用人部门交接等环节，充分考虑到新人的感受和内心需求，进行系统规划和介绍，让新人感受到被尊重、被重视，让他了解他想了解的内容。

入职3个月离职，主要与工作本身有关。有被动离职，这里只讲主动离职，说明我们的岗位设置、工作职责、任职资格、面试标准方面存在某些问题，需要认真审查是哪方面的原因，以便及时补救，降低在招聘环节的无效劳动。

入职6个月离职的，多半与直接上级的领导有关。即经理效应——他能不能取得卓越成绩最大影响因素来自于他的直接上司。人力资源部门要想办法让公司的管理者们接受领导力培训，了解并掌握基本的领导力应具备的素质。管理者要了解下级的优势，并让他的优势与岗位职责匹配，为公司发挥最大效用，同时也让员工体现出了他的价值。一个优秀的管理者就是一个教练，他有义务和责任发掘潜能和优势，并培养下属，成为下属成功的重要推动力。同一个部门换一个领导结果可能完全不一样，同样一批员工的表现可能也截然相反，一个可能团队战斗力十足、激情四射，另一个可能会导致抱怨漫天、团队涣散、离职频发。

直接上级应该是最先了解下属的各种动向和倾向的，他的一句话可能解决问题也能造成矛盾，如果没有处理好，队伍士气下降、战斗力下滑，就会进入不良循环。因此在1年期内离职的员工较多的团队，要注意他的直接上级可能出问题了。

2年左右离职，与企业文化有关系。一般对企业已经完全了解，各种处事方式、人际关系、人文环境、授权、职业发展等等了解的都很全面，甚至包括公司战略、老板的爱好。企业文化好的公司，在招聘环节对应聘者的价值观方面会有全面考察，希望新员工能融入到公司文化中，为文化的持续优化添砖加瓦；而企业文化不太好的公司，对应聘者的价值观要求不是太高，往往只是片面考察，希望他们进来能净化和改良文化氛围，但事与愿违：第一，他们自身的价值观取向可能就有问题或有缺陷；第二，即使他们价值观趋向都是正向的，但一个人的力量无法与长久形成的氛围相匹敌；第三，新员工入职，都在努力融入到团队，尽量表现的不那么离群，因此更容易被同化。

当公司文化与新员工价值观冲突到一定程度，甚至达到临界或突破原则，就会导致关系破裂，离职就在所难免。作为企业，要每日三省吾身，察觉到公司内的不良因素，公司不在大小，都需要良好的工作氛围让员工愉悦。

3-5年离职，与职业发展有关。学习不到新知识和技能，薪酬提升空间不大，没有更多高级职位提供，此时员工最好的解决办法就是跳槽。但对企业来讲，这个阶段的员工应该价值最大，离职损失较大。因此要根据不同类型员工的需求结构不同，设计合理的职业发展通道；了解员工的心理动态，倾听他们的心声；调研职业市场供求关系，主动调整薪酬、职位设计，我们的目的是保留员工，其他的政策都可以根据情况灵活调整。

5年以上的员工，忍耐力增强。此时离职一方面是职业厌倦导致，我们需要给予他新的职责，多一些创新类工作，来激发他们的积极性。另一方面是个人发展与企业发展速度不统一导致，谁发展的慢就成了被淘汰的对象，员工疏于学习、停滞不前，必然让企业逐渐疏远和冷落；企业发展太慢，员工的上升空间打不开，对于事业心重的员工看不到新的希望，必然会另谋高就了。