What should I do if core talents leave? "Talent retention interview" can save

Not long ago, Manager Z, the former company’s planning and coordination department, resigned. If he hadn't announced this news in the group himself, I definitely wouldn't have believed it was true!

Manager Z is an old employee of the company. He has served as assistant to the general manager, manager of the personnel administration department, and manager of the planning and coordination department in the company. It can be said that he understands the overall situation of the company. He is proficient in IT and management. The key is that he is very popular and gets along well with his colleagues. I don't understand why he resigned. Just when I was confused, he typed this in the group: Someone asked me if I would leave if my salary was increased to XX yuan. I said of course I should leave. I could earn this salary elsewhere. The key is that if my values ????are different, there is no need to stay here.

For the company, Manager Z is an out-and-out core talent. With his departure, he will also take away his long-term accumulated professional skills and work experience, and may even take away some of his customers. This is undoubtedly a huge loss for the company.

Now let’s calculate how big this loss is.

(1) Explicit turnover costs

When Manager Z resigns, it is inevitable to find someone to take his place. At this time, the common practice of companies is to pay commissions to recruitment websites to post recruitment information, hire headhunting consultants to find talents, promise high salaries to newcomers, and sometimes even pay job seekers’ interview expenses...

(2) Hidden turnover costs

In addition to what we just said, Manager Z’s resignation will take away his work experience and customers. From the moment he decides to resign, he may be busy updating himself resume, and then find some suitable companies for interviews, which will cause his original work efficiency to begin to decline. Moreover, Manager Z is very popular, and his resignation may be "contagious", causing others to leave one after another. This situation has happened in this company.

In addition, think about it, is it so easy to find core talents? In fact, it is not easy to find a suitable replacement. Therefore, on the one hand, the company has to spend a lot of time interviewing new employees. On the other hand, the temporary replacement's workload and burden are increased, which may lead to delays in his or her work, or even It may also make them think about resigning.

Even if you find the right person in the end, there will still be a period of training and adaptation, and the new person may not be qualified for the job.

Because I was in the HR and Administration Department of this company before, I can still settle this account.

I believe that many companies are actually unwilling to pay this unnecessary expenditure. So what can be done to avoid the loss of core talents? The answer is: retention interview.

"Retaining Core Talents at Zero Cost" co-authored by Beverly Kay and Sharon Jordan-Evans*** specifically describes how to conduct talent retention interviews and improve the success rate of interviews skills.

1. What is talent retention interview

As the name suggests, it is to retain talents through interviews. Many managers do not realize the importance of "talent retention interviews". At most, interviews are only conducted when the employee resigns, but by this time it is often too late. It is best to conduct interviews with employees on the first day they enter the company, and then conduct interviews with employees at regular intervals.

The reason why the "talent retention interview" is important is that it is a direct dialogue between managers and employees. It is an opportunity for managers to get to know their employees deeply and show their care for them. In fact, managers can put themselves in their shoes and think about it. If the leader comes to you for a "talent retention interview", do you feel that you are highly valued? Some people may object: Doesn’t repeated retention interviews take a lot of time? But why don’t you think about how much time it takes to recruit new employees? Therefore, job retention interviews are undoubtedly the most economical and effective.

2. How to conduct a talent retention interview

1. Ask appropriate questions based on the different styles (age, personality, etc.) of yourself and the interviewee, and be carefully prepared to deal with their demands. Require.

And choose the right time and place. If you want to show sincerity, you can choose a coffee shop or restaurant.

Taking Manager Z as an example, the question for his talent retention interview could be: What can I do to make you stay? Why did you want to leave the team?

At this time, the manager must listen patiently to Manager Z’s answer, and must learn to be obedient. Pay attention to some information in his conversation and continue to ask questions along these lines. Manager Z said that the reason for leaving was the difference in values, but he did not elaborate on the specific differences. At this time, managers can continue to ask: So, can you specifically talk about the differences?

Manager Z may answer: I have different views and opinions on certain decisions and practices of the company, but the company did not ask for my opinion. Once the decision was made, I had no choice but to accept it, which was prone to conflicts and made me unhappy.

Managers can answer this way: I was indeed negligent in this regard, and I will make corresponding improvements next. Or if you have a good solution, you can also propose it.

Manager Z may answer: I hope the company will seek more opinions from employees when making decisions. After all, employees are also part of the company.

Managers can answer this: OK, I will refer to your opinion. Is there anything else that made you leave the company?

Did you see it? Through talent retention interviews, managers can know the needs of employees and the problems that arise during their management process. However, when talking, managers should pay attention to using some interviewing skills, such as: listening carefully, maintaining a good mood, and speaking calmly... This kind of interview method also makes the interviewee feel that they are actually valued. In addition, managers should express the other party's important information to the company in a timely manner during the interview, which will increase the success rate of the interview. After all, every employee hopes to be valued by the company and find a sense of belonging in the company.

However, in most cases, the requirements for employee retention may be: a salary increase or a promotion. This is the request that most managers are most afraid of hearing. But in fact, there is no need to worry. "Retaining Core Talents at Zero Cost" proposes a four-step method to deal with demanding requirements:

(1) Recognition: Recognize and value the needs of the other party;

(2) Tell the truth: let the other person know what difficulties he needs to overcome to meet his requirements;

(3) Be caring: understand his needs deeply and show support;

( 4) Ask him: "Any other requirements?".

2. Of course, not every employee will answer the manager’s questions truthfully. They may conceal something or be perfunctory, or even not want to answer the manager’s questions. At this time, the manager may need to establish a relationship of mutual trust with the other party and gain the other party's trust before he can tell the truth.

So how to build a trusting relationship?

Frequently repeating the "talent retention interview" is one of the effective ways. By conducting regular interviews, managers can know their employees' true needs. If the company can meet the other party's needs, try to satisfy them as much as possible and do what you say. In the long run, you will naturally build a trusting relationship with the employees.

In addition, managers need to show their authentic selves when communicating with employees on a daily basis. When they have difficulties, they try to lend a helping hand as much as possible; when they face challenges, they try to be a strong supporter behind them. In this regard, Manager Z has done a good job. He often interacts with colleagues in his department and provides them with guidance and help, so his subordinates trust and support him. Even if some subordinates are transferred to other departments, they will consult him as soon as they encounter problems. Therefore, a solid relationship of trust was established between him and his subordinates.

3. To sum up, the steps for effective retention interviews are:

? Ask guiding questions first

? Find out what makes employees willing to stay Factors

?Identify proactive measures to further improve employee loyalty and engagement that are related to retention

?Identify potential “triggers” that may lead employees to consider leaving

In addition, managers need to note that not every employee likes interviews, so managers should adopt appropriate methods according to the specific situation, such as email or questionnaire...

Three , Conclusion

In fact, if we think about it carefully, the reason why core talents can become core talents is that they must be strict with themselves. Therefore, core talents may have higher requirements for themselves than managers do for them. If managers can retain core talents, they may create more unexpected value for the company.

Of course, the methods, techniques and precautions in the book "Retaining Core Talents at Zero Cost" are not the only ones. It provides specific cases and analysis for managers to refer to. "Talent retention interviewing" is a science as well as an art. It "differently varies from person to person", so managers need to be able to use interviewing skills skillfully and accurately. Therefore, "Retaining Core Talents at Zero Cost" is undoubtedly a must-have desk book for managers.