【Workplace Inscription】

In the workplace, there are three choices about the company's attitude towards employees after they leave their jobs.

① Anyone who leaves the company is regarded as a "traitor" and can never join the company.

② Employees who leave the company are welcome at any time as long as they are willing to come back.

③Sorry for the employees who have left. If you want to come back, you need conditions such as time, location, and people.

Why is there such a big difference? What is the company's attitude towards resigned employees?

1. [Case]: Welcome home =======================

A former subordinate of Snail Jun, the rank within the company is Deputy Personnel Manager. This person graduated with a bachelor's degree and majored in human resources. He joined a well-known automobile company in Henan by way of school recruitment and worked for six years. Both professional skills and practical skills are good. Because the department manager failed in the competition, he thought he was being treated unfairly and chose to leave. He joined a property company and became the director of human resources.

Six months later, Snail Jun contacted the subordinate, only to know that he had resigned again. In the new company, I am a little underappreciated, and I can't stand the boss's strong attitude. I have chosen to leave half a month ago. I am currently unemployed at home, my career is in confusion, and people have become a little negative.

So, Snail Jun said to him: "The Jiangsu company of the group will be the core production base, and it will be upgraded to a first-class company. If you want, you can go there to serve as the director of human resources and enjoy the group department. The manager's treatment, and it also comes with stock." The other party was silent for a moment, and after a few dozen seconds, a choked voice came: "Thank you boss! When can I go to work?" Anytime! I said.

In this way, this once excellent subordinate rushed to Jiangsu from Henan with "workplace luggage and tears" and started to work.

2. [Viewpoint]: You can't hate talents because of love ======================================================

Different companies have different views on talents, and their behavior towards subordinates is also very different, especially the behavior of employees after resignation, we can see the attitude of the company towards talents.

Mr. Snail has met two well-known companies in the automotive industry. They have the same concept of talent: any person who leaves the company, whether it is this person or his relatives, must not be hired again! Behind this simple, direct and rude method is a complex feeling of the company towards talents. Thousands of words can be combined into one sentence: in the tangle of love and hate, love turns into hate for one's own employees.

Large companies have relatively mature training systems. They often use the method of school recruitment to find some college students with good quality, and then train themselves to become talents. Because the company itself is a well-known company in the industry, these trained employees are naturally relatively excellent talents in the industry, and they are easy to be recruited by other companies. Of course, these employees also have good job-hopping capital, so some people will choose leave.

As a talent cultivated by the company for many years, once he leaves the company, it is like a child betrayed his parents for the company. Therefore, some companies have formulated such a talent strategy: those who leave will be regarded as "traitor" employees, and they will never come back.

3. [Strategy]: Create a talent culture of "building a nest and attracting phoenixes" ====================================================================================

The great entrepreneur Mr. Ren Zhengfei once publicly released such a message: he apologized to a technician who left because of grievances, and said affectionately that it was our fault, come back.

This is the only boss that Snail has seen in countless large companies who dare to express his voice publicly and admit his mistakes. Therefore, Huawei, which is full of talents, will always be full of talents. Because Huawei has formed a talent mechanism and management culture of "building a nest and attracting phoenixes".

【1】Talents are available but not available

Real talents are free and independent, and it is impossible to become privately owned by a certain enterprise, so talents can only be used but not owned. Those bosses who are trying to control talents in their own companies, for fear of fleeing, are actually overly worried. This over-concern means that if the talents want to leave, you can’t keep them, so worrying is worthless.

Companies should build talent pools rather than talent pools, which are more focused on internal talent. The talent pool is to look to the world. All talents in the world who meet the company's requirements are the objects of the company's cooperation.

【2】Give talents a chance to try and make mistakes

Even the most perfect people can make mistakes! A friend once told me that his pain point in the workplace was that he was trying to accomplish nine things for the company, but was denied by the boss because the tenth thing went wrong. A talent who does not make mistakes is not a real talent, and an enterprise that does not allow talents to make mistakes will not be able to truly possess talents.

Therefore, the company needs to establish a set of real and inclusive talent standards. As long as it does not belong to moral and bottom-line mistakes, it should maximize opportunities, because mistakes are not only a necessity for outstanding people, but also self The only way to grow.

[3] Nest warm phoenix comes naturally

Talent is not recruited, but attracted. According to Snail Jun's many years of human resources experience, this matter is explained from the perspective of opportunity. From the perspective of the current talent market, we have ushered in the era of "talent dividend", and many talented people have become underappreciated because they did not get opportunities.

As long as the enterprise establishes a scientific talent mechanism, including the selection, employment, and retention system, and emphasizes the idea of ​​people-oriented, then this talent system can help you attract more people like building a nest and attracting phoenixes. Big names.

[4] Better is yours

What is the essence of the relationship between enterprises and talents? This is something that many business owners, including professionals, have gradually forgotten. To put it bluntly, it is labor relations. Excellent talent standards are relative, and excellent enterprise standards are also relative.

It is only necessary to create a relatively excellent talent system, including better welfare standards than competitors, and more inclusive humanism than competitors. Then, enterprises can stand on the commanding heights of the industry, so as to continuously acquire talents suitable for them.