Resignation is a word that all HR are afraid to hear. Once an employee leaves, it means a series of problems for HR and the employing Department: HR needs to go through the resignation procedures for the employee, make the resignation settlement, and deal with social security, provident fund and other issues. Then there are recruitment, interview, entry procedures, training, new purchase of social security, provident fund and so on.

用人部門也有的忙：為離職的同事做部門內(nèi)部的交接、在招聘到合適新員工前，需要找人分擔(dān)離職員工的工作、面試新員工、培訓(xùn)新員工、做新員工的試用期評估等等。

The employing department is also busy: making internal handover for the departing colleagues, finding someone to share the work of the departing employees before recruiting suitable new employees, interviewing new employees, training new employees, evaluating the probation period of new employees, etc.

一個同事的離職，可能還會和總經(jīng)理、副總、總監(jiān)、經(jīng)理、主管、HR經(jīng)理等諸多人員的績效考核或者年度評估掛鉤，真可謂是“一人離職，多人買單”。

A colleague's resignation may be related to the performance appraisal or annual evaluation of the general manager, deputy general manager, director, manager, supervisor, HR manager and many other personnel. It can be said that "one person quits and many people pay".

為了幫助HR減少“離職”帶來的煩惱，小編為大家總結(jié)了幾條方法，希望對大家有所幫助。

In order to help HR reduce the troubles caused by "resignation", Xiaobian summarizes several methods for you, hoping to help you.

1.招聘環(huán)節(jié)

1. Recruitment

HR一般為初試部門，在初試環(huán)節(jié)盡量詳細(xì)的介紹公司文化和公司背景，以及公司的一些規(guī)章制度。如果面試的是基層員工，可以在初試環(huán)節(jié)與之溝通薪資福利等問題，避免在通知入職時，企業(yè)薪資和應(yīng)聘者心里期望落差較大而產(chǎn)生的離職。如果是中高層員工，可以在初試環(huán)節(jié)了解到應(yīng)聘者的期望值，再與總經(jīng)理，用人部門的負(fù)責(zé)人溝通。若應(yīng)聘者期望值過高，可以試探了解其下限薪資要求，或者直接拒絕。

HR is generally the first test department. In the first test, try to introduce the company culture and background, as well as some rules and regulations of the company in detail. If the interviewee is a grass-roots employee, you can communicate with them about salary and welfare in the initial stage, so as to avoid the resignation caused by the big gap between the enterprise's salary and the applicant's expectation. If you are a middle or high-level employee, you can understand the expectations of the candidate in the preliminary examination, and then communicate with the general manager and the person in charge of the employing department. If the candidate's expectation is too high, you can try to find out the minimum salary requirement, or refuse directly.

用人部門一般在復(fù)試階段，盡可能詳細(xì)地向應(yīng)聘者介紹工作的內(nèi)容，流程以及工作環(huán)境，避免應(yīng)聘者入職后對工作的理解與實際差距較大。

The employing department usually introduces the job content, process and working environment to the candidates as much as possible in the re examination stage, so as to avoid a big gap between the understanding of the job and the actual situation.
                

2.通知入職環(huán)節(jié)

2. Notice of entry

HR在通知員工入職以前，對于一些特殊崗位一定要做背景調(diào)查，然后在根據(jù)背景調(diào)查的真實性，通知面試結(jié)果。在通知入職時，要確定好應(yīng)聘者準(zhǔn)確的入職時間，記住一定要應(yīng)聘者完成與原單位的勞動合同的解除手續(xù)，提供離職證明，并處理好與原單位的社保等事宜，以避免后期勞動糾紛。并告知用人部門做好新員工入職后的安排；再次強(qiáng)調(diào)公司薪資福利、上班時間、地點等詳細(xì)信息，避免造成應(yīng)聘者理解錯誤；告知應(yīng)聘者辦理入職手續(xù)時需要提交的相關(guān)材料。

HR must do background investigation for some special positions before notifying employees of their entry, and then notify the interview results according to the authenticity of the background investigation. In the notice of entry, we should determine the exact entry time of the candidate, remember that the candidate must complete the cancellation procedures of the labor contract with the original unit, provide the resignation certificate, and deal with the social security issues with the original unit, so as to avoid the later labor disputes. And inform the employing department to make arrangements for new employees; emphasize the company's salary and benefits, working time, location and other details again to avoid misunderstanding of the candidates; inform the candidates of the relevant materials to be submitted when going through the entry procedures.

3.報道環(huán)節(jié)

3. Reporting

新員工報道后，按照公司流程收集其資料、填寫表格及勞動合同，如果當(dāng)天入職的新員工比較多，建議開展新員工入職培訓(xùn)，以便新員工能更快的了解公司的制度和規(guī)定。當(dāng)然，很多聽完培訓(xùn)就放棄的員工，這時放棄的員工就比較好處理，不作為離職，因為未入職。

After new employees report, collect their information, fill in forms and labor contracts according to the company's procedures. If more new employees are employed on the same day, it is suggested to carry out induction training for new employees, so that new employees can understand the company's systems and regulations more quickly. Of course, many employees who give up after listening to the training are easier to deal with at this time. They don't leave because they are not employed.

4.培訓(xùn)和安排

4. Training and arrangement

用人部門需要對新員工進(jìn)行崗位技能、流程、標(biāo)準(zhǔn)等培訓(xùn)。讓員工能更快的融入公司。

The employing department needs to train new employees on job skills, processes and standards. So that employees can integrate into the company faster.

如果入職2周內(nèi)離職的員工，往往是因為想象的與實際情況相差較大，這個時候我們需要回顧面試環(huán)節(jié)中對應(yīng)聘者的溝通是否足夠詳細(xì)，對公司文化、制度、崗位等描述員工是否真正理解。

If the employee leaves within 2 weeks after entering the job, it is often because there is a big difference between the imagined and the actual situation. At this time, we need to review whether the communication with the candidate in the interview is detailed enough, and whether the employee really understands the company culture, system, position, etc.

如果入職三個月內(nèi)離職的員工有2中原因：

If there are two reasons for an employee to leave within three months of his / her employment:

被動離職，即試用期內(nèi)不能達(dá)到公司的標(biāo)準(zhǔn)，這個時候我們需要回顧在面試時是否對其過去的經(jīng)歷有足夠的了解，涉及技術(shù)崗位的，是否進(jìn)行了實操面試，對應(yīng)聘者的個性、愛好的判斷是否準(zhǔn)確等。

Passive resignation, that is, the probation period can not meet the company's standards. At this time, we need to review whether we have enough understanding of the past experience in the interview, whether we have a practical interview for the technical position, and whether we have accurate judgment of the candidate's personality and hobbies.

主動離職，一般是由于新員工感覺自己的工作太過單一，不能完全發(fā)揮自己的能力，或與管理層的溝通出現(xiàn)嚴(yán)重問題。

Voluntary turnover is generally due to the new employees' feeling that their work is too single and they can not fully play their abilities, or serious problems in communication with the management.

據(jù)小編統(tǒng)計，在這個期間離職的人員，大部分是因為與公司管理層的溝通不當(dāng)，而這個時候，我們需要給到新員工的直屬上級一些壓力。HR也需要在平時加強(qiáng)對部門管理人員的培訓(xùn)，讓其了解到一個員工離職所帶來的成本，并將員工離職率與該管理層的績效掛鉤。

According to Xiao Bian's statistics, most of the people who left during this period were due to improper communication with the company's management. At this time, we need to put some pressure on the immediate superior of the new employee. HR also needs to strengthen the training of department managers, so that they can understand the cost of an employee's turnover, and link the turnover rate with the performance of the management.

入職兩年后離職的員工，一般是因為覺得公司沒有發(fā)展，或者個人價值得不到更大的體現(xiàn)。這個時候就需要公司的管理層與HR共同制定好員工的職業(yè)發(fā)展。

Employees who leave after two years of employment usually feel that the company has no development or that their personal value can not be more reflected. This is the time to work with HR management to develop their career.