3 Keys To Retain Excellent Talents

In general, when your best people come to you to talk about your resignation, it is often too late to retain them. These employees have long drawn the conclusion that "it's time to leave" and have repeatedly seen (or experienced) incidents that prevented them from remaining in their company. When they asked for leave, it was hard to keep them.

Why would they be very difficult to persuade them to change their minds once they offered to leave? One reason is that they may not be willing to disclose the real reasons for leaving. At least in high-tech industries. Generally speaking, the high-tech industry is still a small circle. If everyone looks down and does not look up, why should he tell the unpleasant truth and break his way back? So they do not want to tell you the real reason for leaving, which is understandable. If you don't even know the real reason for a person's leaving, it's difficult to persuade them to stay.

In addition, if your outstanding talents want to change jobs to another company, they often have a mentality of "this mountain looks high on the mountain". Because they know exactly what their job is like in your company, good or bad, but they are in contact with another company. So far, the hiring managers and recruiters of that company are asking them to eat and drink, and these people will only say good things about their company.

Finally, there are times when some people do not fully understand why they want to job hopping. They may suddenly come to the inspiration that it is time for job hopping, or intuition to tell them that job hopping is a wise move now. Generally speaking, this situation is also difficult to deal with, because even if you want to refute their ideas, they actually have no idea.

Therefore, you need to carry out the work of retaining talents before they decide to leave the company. And not until they tell you. Sometimes, you may successfully dispel the idea that someone wants to leave. I have seen someone who has accepted the employment of other companies and stayed in the original company, but this is the exception, not the norm. If you rely on your persuasive power to carry out your work and hope that people will persuade them to stay after leaving the decision, you will be more likely to lose talents than to retain them.

How can I avoid falling into this situation? My experience is that you need to do three jobs before someone tells you to quit. These three tasks are: arranging mentors for employees, understanding the career development path of employees, and recognizing their achievements.

　　 Arrange for staff tutor

The main role of tutors is to help employees determine what they want to do in the end and ensure that they have the ability to move forward on this road. Why is this job so important in retaining talents? Because the more you understand the ultimate goal of your employees, the more likely you will be able to cooperate with them as soon as possible in order to help them achieve this goal.

Remember, even if you are someone's boss, you may not be able to be their mentor. In fact, because you are a manager, employees may not want to tell you about their future plans (especially when this future plan has nothing to do with you). They also do not want to tell you why they lack sense of achievement in their work. You don't know what's in their minds. In this case, it's harder to get the silk before the sky.

So you don't have to take the responsibility of mentoring yourself, but to help employees find the right mentors. This means that you need to know your employees' understanding of your strengths, weaknesses, values and emotions to advise them on the most suitable mentors. A mentor can be a person in your company, and can also come from outside the company. In any way, they should be the primary supporters of your employees. They can provide them with objective opinions so that employees can learn from their mentors' relevant experience and make the right career choices.

　　 understand staff Career development path

One of the most frequently asked questions is: "what do I have to do to smooth my career goals?" And my answer is simple: I know what your ultimate goal is. This answer sounds simple, but I have seen many people who have worked for 5 years, 10 years or even 15 years. They still haven't found the answer to this question. Generally speaking, this is because their career is basically driven by immediate opportunities and is not guided by their ultimate goal. They tried to seize the opportunities of promotion, salary increase and the latest Hottest Companies job opportunities. These people embarked on a path of chasing titles and money, and only after many years did they realize that they did not make them happy.

If you want to avoid this situation, you have the following three ways:

1, know what they want to do (from skills and interests to optimize from two aspects).

2, let them stay with the right people (for example, the tutors mentioned above).

3, let them always have something new to learn.

As a manager, the most important thing you can do for outstanding people is to ensure that you have raised the right questions, encourage constructive dialogue, and do everything you can to help them achieve the above three points on the road towards their ultimate goal.

　　 Authorized employees achievement

Every colleague of yours, regardless of their status in the organization, wants recognition. And they also need recognition. Such is human nature.

Although wages are an important part of "recognition". But recognition is far more than just how much money it makes. Approval forms can be promoted, or commended by staff meetings, or by sending a congratulatory email or patting their shoulders. The key is that you need to take time to understand how to motivate this person and how to express your appreciation for them. The more sincere you express, the better you will be.

Please don't take it for granted that your excellent people should behave so well, don't assume that they certainly appreciate your appreciation for them. If you think so, you need to express your appreciation for them at last, but it's too late to say anything at that time. You need to continue to recognize their excellent performance. In this way, you can not only retain the most valuable talents, but also inspire them to create the best works all the time.