It happens that people have stable, secure jobs, and still decide to leave - some for the sake of a new place, some for the sake of an independent career. Sometimes even salary increases and other attempts to stop them have no effect. What considerations really drive these people? Undoubtedly, part of the reason lies in the death of old forms of the social contract: when companies stop complying with it, people lose the desire to stick to their obligations. According to Ciulla, the cuts made in the 1990s made us wake up. The social contract - you do a good job and keep your job - has lost its force, at least for a while. Jobs have been destroyed and many lives have been destroyed, but one message has become clear to us: job insecurity has become the norm, even during periods of low unemployment. Many workers and employees have rethought their attitude towards employers, because employers have ceased to pay the same attention to their needs. Additional sacrifices, such as family members' birthdays missed due to overtime, no longer made sense; perhaps they never made sense. As the saying goes, no one regrets on their deathbed that they spent too little time in the office16.

Or, as Stanford's Pfeffer said: loyalty to a firm didn't die on its own. Companies have done everything to end it. This, too, is not so much a matter of morality as the result of hard economic calculation. Companies are more comfortable with greater flexibility in HR decisions. Some companies have been able to actually cut costs by laying off their employees and then taking them figuratively, but on a contract basis. The company is no longer obligated to provide benefits and does not have to guarantee, even implicitly, that the employee will remain on the payroll when the work under the contract is completed.

However, professionals also see certain advantages in the new system. To a large extent, this is what we "want". I do not often come across people who dream of returning to the old situation of the "all my life in the same firm" model. Most people are happy with the opportunity to not stay long in one job: it expands opportunities, and besides, mobility facilitates career growth. People realize that only their own abilities and labor efficiency can provide them with job security.

The new realities have become, among other things, the result of the desire of employees to have more complete control over what they do. Participants in my interviews and focus groups regularly cited this as their top priority. They are fed up with the intricacies of office politics and the bureaucracy that reigns in corporations. Employees of smaller firms suffer from stress and chaotic management. Both of them are tired of worrying about how not to lose their place. Of course, no one can claim absolute control, and yet many choose this path in order to gain at least some measure of control in those matters that are of paramount importance to them. The following excerpt from a dialogue from the website of the magazine Fast Company17 perfectly captures this mood:

I could never understand workaholics who are ready to work 60+ hours a week, including weekends, completely ignoring the fact that people should also have a personal life ... How many of them ended up with nothing - without work and family problems - when their firms started making cuts... I worked for a company whose CEO liked to schedule a run-of-the-mill Friday meeting at 6:00 p.m. or a weekend - only announcing it at 2:00 p.m. loads luggage into the car, intending to go to nature. Some were recalled from vacation on the most trifling occasions that did not require immediate intervention. We had to waste our own weekends on business trips, just so the company could save on airfare.

Families and personal time of employees there were treated without any respect. Many worked abroad and came to the US for two or three weeks, which they spent in hotels and in endless evening meetings. Why not? They didn't have a normal life anyway. Immediately after the birth of my daughter, I decided that I would like to have dinner at home, not only on weekends. I preferred to be a father, not a wallet. For a child, a real person is important, and not just those things that my salary can provide.

I began to work on my own, which allowed me not only to meet my financial needs, but also to decide for myself where to end and what work to refuse. I don't have to "maximize" anything now or deal with investors. I don't have to worry that some young urban workaholic in the next cubicle who doesn't have to get home for an hour thinks I'm a slacker if I leave the office at five or six, or wince from phone calls on Friday night and Saturday in the morning. It's just a job... it pays bills... Of course, money doesn't flow to me like a river - and I've lived long enough to remember the 1980s and 1990s and know that my situation could get much worse before it gets better. next year. I just shouldn't back down.

In my research, I often meet people who claim to have quit for reasons like those found in the Dilbert comics. This does not include salary or shareholding. It's all about management - inconsistent, incompetent or capricious. Most of all, they complain about the inability or unwillingness of managers to understand and evaluate the actions of employees. Even worse are radical changes in course that make workers feel like all their efforts have been in vain. From such tricks, sometimes even the most dedicated employees flee the ship. I hear these kinds of complaints not only from bewildered coolies in tiny high-tech firms, but also from those who have stable, high-paying corporate jobs, as well as from employees of government organizations and non-profit organizations, as well as from people who themselves occupy administrative positions. One of them emailed me after reading my column in Information Week magazine:

“Here I am, again, having to deal late with yet another disaster at the firm where I work as a bioengineer... The management here is just awful (of course, you have heard this more than once). What amazes me most is the fact that valuable people who have worked here for many years are leaving the company in terrible numbers, but the owners seem to have decided to ignore it. As a team leader, I learned a lot about how to (and how not to) treat employees. Unfortunately, I can only protect my colleagues from disgusting to a certain extent ... I received several offers from private companies ... The code on the door will change again, and everyone will be wondering who escaped this time when I join the ranks those who "left in annoyance""18.

Gideon Kunda, Stephen Barley, and James Ivane, leading authorities on the ethnography of work, have done extensive research on people leaving established companies to work independently. Their work entitled "What makes people work under the contract?" based on in-depth interviews with 52 engineers and IT professionals. The purpose of the study was to test a number of hypotheses regarding changes in the characteristics of modern employment. On the one hand, the authors wanted to find out how plausible the claims that go back to the theories of "contract workers". Their essence reflects the idea of ​​"company as oppressor", according to which people take on contract work only after they have been fired from large corporations. On the other hand, opposing views related to the concept of free agents were subject to analysis. According to them, the supporters of this concept "promote the post-industrial concept of economic individualism, according to which freelancers gain independence and claim a part of the surplus value that previously went entirely to employing companies." Their conclusions match mine.

The idea of ​​an "oppressor company" is declared completely wrong by Kund, Barley and Ivane. The reasons that led to the refusal to work for hire had little to do with the grievances of the dismissed employee. People sought to control their own lives, time and choice of activities. Their decisions in many aspects brought them liberation - in particular, from constant fear To lose a job. The authors of the study identify three main claims that prompted company employees to quit. Many are tired of office order. “You have to listen to a lot of different opinions,” notes one of the engineers who participated in the study, “wasting time in meaningless meetings, trying not to offend anyone and play along with everyone. Strictly speaking, all this has nothing to do with work, it is unproductive, and often creates a very tense atmosphere." Others leave because of Dilbert's syndrome - the belief that everyone above is not competent enough, to say the least. “I worked at a shipyard for a couple of years, where things didn’t move forward,” says another engineer. who borrowed materials for his Florida apartment." At the same time, someone is forced to quit by a sense of injustice. It can be frustrating for skilled creatives to find that their company's personal merit is not being used or that the results of their efforts have been misused. "I worked on the project not for the sake of the goals of the project itself, but for the sake of the goals of the authorities," explains one of the interviewees.

Also, while the decision to be self-employed does not guarantee 100% freedom, at least it allows the independent worker to personally determine the goals and rules of the game. As one software engineer put it, "I don't work for free anymore."

Facebook's top HR experts use the example of their own company to explain why good bosses and a decent salary can't always keep an employee in his position. It turns out that people always need something more, and this is what any talented leader should keep in mind.

They say people don't leave the company, they leave bad leaders. We heard this saying so often that when we asked why our employees quit Facebook, the first thing we did was blame managers for all the sins. However, a survey of former employees showed a completely different story: it turned out that every time we persuaded people to stay, but they still left, it was not their bosses at all ... At least, the reasons for their departure were not at all what we expected .

Of course, many people tend to run away from the ship when it is controlled by an obnoxious boss. But we, for our part, spent more than one year to select and then “educate” the best managers at Facebook. Moreover, the majority of our respondents noted that they were very comfortable working under their leadership. It was just a matter of work. People left when they began to feel that the work either no longer brings them pleasure, or they work half-heartedly, or they do not have any career growth.

Thus, people left Facebook not because of their bosses, but because of work. But, on the other hand, who is responsible for organizing the work? Managers. Vicious circle.

With this mindset in mind, we began to analyze the survey data to further predict which of our employees would leave us in the next six months and which would stay. And we found out something interesting about those who ended up staying: they were all, on average, 31% more satisfied with their jobs than those who left, and also used their potential 33% more and expressed 37% more confidence that that the acquired skills will be useful to them in the future. So we were able to identify three key areas in which managers can most effectively build relationships with their employees: give them jobs they enjoy (1), help them use their strengths (2) and, finally, slowly pave the way for them to develop their careers, considering their personal interests (3).

Pleasure, not work

Many of us have aspirations that have never been realized in work - the same passion that we have not made our career. It doesn't matter why: there might not be enough talent or opportunities to make it the business of your life. The important thing is that with the advent of your current work, these aspirations still have a place to be. In other words, it is a hobby.

Since we spend most of our active time at work, we cannot always find a moment for our hobbies. And that's when we start looking for ways to integrate our hobbies into our work schedule. For example, the authors of this article are personally acquainted with a lawyer who has always dreamed of being a pilot, and therefore now often takes cases related to aviation. We also know a teacher who abandoned his career as a musician, but still brings the guitar to class. And yet, in large companies, things do not go so smoothly: quite often people need third-party help in organizing their dream job - motivating, meaningful.

This is where managers come in handy. The best way is to let employees do what they love, even if it means taking them out of a position where they excel. Here is one case: a couple of years ago, one of the leaders of Facebook, Cynthia, was at the head of a large team of HR business partners. However, after some time, she realized that she did not enjoy her work and did not do what she loves most in our company - she does not work with clients. Cynthia was promoted and put in charge of the HR Business Partners team because of her talent for building trust with key Facebook partners. But as soon as she took up her duties, she realized that she almost did not do the work that would inspire her more than before.

Enlisting the support of her manager, Cynthia hired a new employee to the team, instructing her to lead the team in the long term, and then return to the duties of an individual employee. It's important to understand that Cynthia wasn't just hiring a speaker for herself—she was actually hiring her new boss. As soon as the new employee got down to business, it became obvious to everyone that she enjoys organizational moments in her work much more than Cynthia. So at some point, the women just left everything as it is: Cynthia took care of clients, and her employee led the team. Keeping Cynthia on Facebook was far more important to her manager than keeping her in a certain position.

Often managers just don't understand what kind of work their people really like. This is only found out in exit interviews, a standard practice in any HR department, in which HR officers find out why talented employees decided to leave and if there is any way to convince them to stay. But why wait until now? One of our employees, Adam, has worked for several companies across a wide range of industries to develop job interview questions. Thanks to these questions, managers in the first week of an employee in a new place asked him about his favorite moments in his career, what inspires him, about his hobbies, and so on. Armed with this knowledge, managers will be able to immediately begin to match the applicant with a job that he will no longer want to leave.

Introduction of unused skills

In our age of specialization and division of labor, we can only sadly recall the past era of the Renaissance Man. Such masters of all trades meet once in a hundred years. Marie Skłodowska-Curie received the Nobel Prize for her discoveries in physics, and then another for her achievements in chemistry. Richard Feynman made a breakthrough in electrodynamics, deciphering Mayan hieroglyphs, and cracking safes in his spare time. And although few people achieve this level of excellence in their fields, the fact remains: a talented person is talented in everything in his own way. One of our Facebook executives is a former lawyer, journalist, and talk show host. The head of communications used to play in a rock band, and one of the product managers used to teach at a school. But, unfortunately, most job descriptions sometimes limit the powers of employees too much, preventing them from using their full potential.

Smart managers create opportunities for people to express themselves. To understand how this works, let's take the example of Chase, who has recently been working for us as a software engineer at Instagram. About six months ago, he helped his team achieve exceptional results when they were required to introduce new tools and formats into the system. However, he ended the project with the painful realization that all these codes had exhausted him completely and that there must be another way to contribute to the development of the company. After talking to his manager Lou about it, he realized that, having a good technical background, he is actually great at creating prototypes that prove the viability of an idea and put it into iteration mode. But, alas, Instagram simply did not have such a position where Chase's skills could come in handy.

Lou then persuaded the design team to take the risk and give Chase a so-called "hack month" During this time, he joined Ryan, a senior designer, with whom he was able to create several prototypes and improve the Instagram sharing feature. Chase's success not only allowed him to gain a foothold in a new role for himself, but also prompted the leadership of the social network to create an entire working group with similar skills.

Meanwhile, the creation of new positions - though effective, but not the only way. Nowadays, a fairly large amount of working time is occupied by the search and exchange of knowledge. Studies show that knowledge workers, on average, spend about a quarter of their time doing this. So in these conditions, the task of managers is to know who to contact. As soon as managers understand who in their team has what knowledge and skills, they will be able to unite employees among themselves - and, ultimately, create their own expert base, which, of course, will only contribute to the efficiency of the entire company.

Finding a balance between work and home

One door opens, another closes. Quite often it happens that as soon as we make progress in our careers, we begin to experience difficulties in our personal lives. It can be a big project that robs us of the days and nights that we could spend with our partner. A promotion or a new position that eats up our weekends that we should have devoted to the children. Or an important business trip that separates us from the family for long days, and maybe weeks and years.

At Facebook, our managers work to minimize situations like this by creating career opportunities that don't get in the way of an employee's personal priorities. Here is one example.

Shona, our consulting agent, returned from her maternity leave to her important position, which involved frequent business trips. Naturally, in connection with her new position, this promised certain difficulties. Shona worked with her manager to prioritize her travel plan. She now solves all important, but not vital, issues with her regional colleagues. Her manager also put her in touch with a mentor who helped her get through the transition as comfortably as possible. Shona said it gave her confidence that the young mother could return to work without sacrificing the time she needed to raise her child. Thus, managers do not just provide support to their employees - they give them a sense of pride in their company.

Summary

Yes, people leave their jobs, and that's a fact. However, managers can prevent this by simply creating conditions for the employee that they do not want to refuse. Good bosses create "shields" for their employees, protecting them from an unhealthy office environment. In addition, smart leaders open new doors for their subordinates: they entrust important tasks, give inspiring projects to the introduction, and promote them. And they always remember that an employee should have a life outside the office. With such a manager who thinks about your comfort in the company and happiness in life at the same time, any job will become a dream job. With which it will be very difficult to ever leave.

Lori Goler, Head of HR at Facebook
Janelle Gale, Head of HR Business Partners at Facebook
Brynn Harrington, Leader of the Facebook Growth Team
Adam Grant, psychologist, professor at the Wharton School of Business, author of the concept of "Originals"

Original article – Harvard Business Review

As the famous saying goes, people don't quit their jobs, they quit their boss. We heard this phrase so often that when we started tracking the reasons why employees leave Facebook, we were sure that it was the managers. But the results of our engagement study showed something very different: When we wanted to keep people and they left anyway, it wasn't because of the manager... at least not in the way we used to think.

Of course, people are more likely to leave a company when they have a terrible boss. But for years, we at Facebook have worked to select and develop great managers, and most of the participants in our study reported being happy with their bosses. The decision to quit was related to the job itself. People left because the work did not bring them joy, because their strengths were not used, and because employees could not move up the career ladder.

On Facebook, people don't leave their boss, they leave their job. But who is responsible for what this work is? Managers.

If you want to keep employees - especially your "stars" - it's time to pay more attention to how you organize their work. Most companies create jobs and then fill those "boxes" with people. Our best managers sometimes do the opposite: when they find talented people, they are ready to design a job for a specific person.

Together with our team HR -analysts, we processed the survey data to predict which workers would stay and who would leave in the next six months, and in the process learned something interesting about those who ended up staying. Those who remained were 31% more likely to find work enjoyable, 33% more likely to use their personal strengths, and 37% more confident that they were gaining the skills and experience needed for their career. This information reveals three main ways that managers can tailor the work experience directly to their subordinates: enable them to do jobs that they enjoy, help them build on their strengths, and create a career path that takes into account personal priorities.

Creating jobs that are fun

Many of us have unfulfilled aspirations at work - those hobbies that we have not been able to realize in our careers.. Maybe we didn't have the talent, the opportunity or the finances to turn these hobbies into a way to make a living. But even if it turned out that we have a different career, these aspirations do not disappear anywhere. They stay with us like a kind of old love, but only in professional life. Since we spend most of our time at work, we do not always have the opportunity to turn our unfulfilled aspirations into hobbies into leisure hours, which we often lack. For this reason, we are looking for ways to make these passions part of our work. The authors of the article are personally acquainted with a lawyer who did not succeed in fulfilling his dream of becoming a pilot, so he sought to work with cases that were related to aviation. We also know a teacher who abandoned his musical career, but brings a guitar to his class. But inside companies, people often need help to create work for themselves.

Managers can play a key role in creating jobs that are motivating and meaningful. The best managers do what they can to help people do the work they love (even if that means they need to be moved from a job where they do a great job). A few years ago, Cynthia, one of the directors Facebook , led a large group of business partners in the field HR . She realized that she was not spending her time on what brings her the most pleasure - solving problems with clients. As an advisor to several key executives Facebook , she took on more responsibilities and managed a large team. But, having taken this post, Cynthia realized that she was doing less of the work that gave her energy.

With the support of her manager, Cynthia hired a new employee with the long-term goal of handing over leadership of the team to her. After that, Cynthia herself could return to individual work. She hired not just a direct report, but her future boss. When the new specialist fully settled in, and it became clear that she liked the organizational and managerial aspects of the work, she and Cynthia switched places. Now Cynthia is thriving on problem solving for the clients she loves so much, and a newly hired employee leads the team. It was much more important for Cynthia's manager to keep her in Facebook than in a particular post.

Too often, managers don't know enough about what kind of work people enjoy. All this comes to light during job interviews. Such interviews are standard practice in every department. HR , they help figure out why gifted employees leave and what might convince them to stay with the company. But why wait until the workers are almost gone? One of the authors of the article, Adam, works with companies in various fields to plan interviews for hiring. During the first week after the start of work, managers communicate with new employees, learn about the favorite projects that they worked on, ask at what moments these people felt most energetic at work and noticed that they were completely captured by the work process and immersed in it. Also, at such interviews, you can find out what hobbies employees have outside of work. By leveraging this information, managers can create interesting jobs right from the start.

Underused Strengths

In a world dominated by specialization, we are long past the Renaissance. Such people are extremely rare. Marie Curie received the Nobel Prize for excellence in physics and then another in chemistry. Richard Feynman made a revolution in electrodynamics, deciphered the hieroglyphs of the Maya civilization, and in his spare time he was engaged in cracking safes. Although only a few achieve such success in various areas, many gifted people are talented in many ways. We have in Facebook

Director of Diversity, formerly a lawyer, journalist and talk show host; one of the communications executives sang in a rock band, and one of the product managers is a former teacher. Unfortunately, by creating narrow job responsibilities, companies stifle their own ability to use the full range of employee skills.

Smart managers create opportunities for people to play to their strengths. To illustrate how such a scenario could unfold, consider the example of Chase, who recently worked as a software engineer at Instagram . About six months ago, his team was rapidly iterating the product to launch new tools and formats, and Chase helped lead the team to exceptional results. But towards the end of the project, he was exhausted by large-scale coding and cross-functional work - and began to wonder if it was possible to contribute to the common cause in other ways. After talking with his manager Lou, he realized that despite his extensive technical experience, he actually shows really great ability in prototyping for quick proof-of-concepts and subsequent iteration. But Instagram there was no position that included such a skill set, and Chase had no working experience in traditional design.

Lou convinced the design team to take a chance and let Chase try on a new role for a "hack month" ( hackamonth - a word formed by analogy with "hackathon" - approx. ed.) During this period, Chase joined forces with Ryan, lead product developer, and together they quickly created several groundbreaking prototypes.. Chase's success has not only landed him a brand new position with an adequate use of his strengths, but has also set the stage for a larger team of employees with similar skills and interests. As Lou said, “For Chase, the transition to this position was a breeze, and it did him good. Instagram . All that was missing was the momentum to start this process.”

Creating new positions is not the only way to give people the opportunity to use their advantages. In a world where everyone is in constant contact, getting work done depends to a large extent on finding and sharing knowledge. According to some estimates, knowledge workers spend more than 25% of their time searching for information.The job of managers is to help them figure out where to turn. If managers know who knows what, they can connect those who need it, or even better, create a searchable database of experts. Their goal is to show the strengths of the employees so that other people know which one to contact.

Opportunity to succeed at work and at home

Too often there are situations when, by opening a door in a career, we thereby close a similar door in our personal life. A special project that does not give the opportunity to go on a date with our life partners. A big promotion at work that makes it impossible for us to spend the weekend with the kids. A new post on the other side of the country that alienates us from the family.

Facebook our best managers work with employees to minimize these costs and create career opportunities that align with personal priorities. Here is an example.Shona, an agency lead, was returning from maternity leave to an international post where time zones interfered with her parenting responsibilities. With the help of her manager, Shona created a prioritized work travel plan. When it came to all important but not vital issues, she worked with regional colleagues, scheduling meetings. The manager also introduced Shauna to an international job mentor who helped her through the transition. “Such solid support gave me confidence, allowed me to fully return to work and at the same time be close to my daughter,” says Shona. Managers who give such support to their subordinates notice thatemployees not only perform their duties successfully, but also stay with the company longer because they are proud of the place where they work.

People are leaving their jobs, and it's up to managers to create jobs they don't want to leave. Great leaders set up armor: they protect their employees from toxicity. And these bosses provide meaningful work assignments and the opportunity to learn. Performing tasks, subordinates are charged with energy from such bosses, work to the limit of their capabilities and grow professionally without losing anything in their personal lives. If your manager cares about your happiness and success, career and life, you get a great job and it's hard for you to imagine yourself working anywhere else.

About the authors. Lori Gawler- Head of Human Resources at Facebook. Janelle Gale Head of Human Resources for Facebook Business Partners. Brynn Harrington- Head of Human Resource Development at Facebook. Adam Grant is a professor at the Wharton School of Business and an author.

A resignation letter for some employers may come as a nasty surprise. It would seem that the employee does not show dissatisfaction with his own, is loyal to the company, has no problems in the team, but one fine day expresses a desire to leave. What motivates specialists to make a decision to dismiss, and is it possible to keep a good employee in his current position?

There are four groups of reasons why people leave or seek to change jobs.

The first group: material reasons

The fish is looking for where it is deeper, and the person is looking for where it is better.

There are many factors why the previous salary ceases to satisfy the employee, whether it be personal ambitions or a changed marital status. In any case, if there is not enough money, and there are no additional material benefits in the work (corporate transport, food, social package), this is one of the first reasons to look for a better option. To keep an employee, the employer should think about raising the salary or provide other ways of material compensation for work. Another reason for dismissal, which refers to material factors, is the systematic delay in wages. It is obvious that she does not need comments.

The second group: reasons related to professional activities

Someone needs professional growth (the opportunity to learn and improve their knowledge); someone has a career (increase, constant transition to a higher level of work), someone just gets bored in the same place (due to limited functional duties). Lack of satisfaction in relation to the above factors is the reason for the emergence of thoughts of dismissal.

In addition, leaving can be the result of professional burnout, when success no longer motivates a specialist, and he wants to leave this field of activity.

In this case, the employer should emphasize the importance and significance of the employee in his position and, if possible, think over the prospects for further professional growth of the existing staff.

The third group: the psychological situation in the company

This includes a tense, conflict situation in the team; rude, humiliating attitude from the outside, high turnover. Employers that frequently change employees run the risk of gaining a negative reputation for themselves, as it is not easy to work in a place where staff is dismissively treated.

Fourth group: social causes

As a rule, they have little dependence on the employer. These include: moving (including to another city), various family circumstances, maternity leave, health status, etc. As a rule, employees are no longer satisfied with the work schedule, the quantity and quality of workload, and the location of the company. To retain a specialist, the employer needs to consider each case individually. If possible, resolve the issue by: transferring an employee to remote work or to another branch, changing the schedule, adjusting functional duties, etc. Even if the employee has made the final decision to leave,

Why do people quit?

What does a person looking for a job pay attention to? Most of all on how well they evaluate him, and less on financial opportunities in relation to himself personally. At the same time, a huge responsibility lies with the superior employee, the one who watches him, that is, the top manager. With the loss of good employees, top management should analyze the employee under whose direct supervision the employee who left the company worked. The longer the company does not leave its qualified personnel, the higher the guarantee of its prosperity and well-being. Keep in mind, "employees do not leave the company, but harmful managers."

At the beginning, a novice employee does not think about leaving the company, perhaps because of the ostentatious loyalty of the administration to him, and he believes in it. But his elimination had already been developed and clearly debugged in the practice of his immediate superior. Further, the thought of leaving this company already occurs to the humiliated and insulted employee when his boss begins to brazenly evaluate his profitability, liquidity and market value. A little later, the idea of ​​leaving the company is more and more firmly established in the head of the employee, and he begins to look for other vacancies, consider offers and in every possible way move away from this organization.

An analysis of layoffs shows that most of them are due to arrogant and unfair separation. As it is customary to speak of “friends and foes”, or what expresses the idea more specifically, to “white bones” - these are the bosses, top and just managers, and to “slaves”, i.e. all others who are under their control. But at the same time, it is worth considering that about 80% of employees left the company precisely because of rotten working methods, and short-sighted bosses who forced them out.

Prevention

One of the main principles of retaining an employee in a company is “meeting needs”. Because he is no longer a worker, but the first client of your company. And here the market law comes into force - "The customer is always right", because only through your employee you, the company, communicate with other customers. Therefore, meeting the needs of employees should have an important place in the practice of working with personnel.

If the employee does not feel due respect (within the framework of the service, of course) from his superiors, and due payment for his work and efforts, then disagreements and discontent are inevitable.

Assessment of the loss of a talented employee:

1. Search for the same or more talented employee.
2. Finding, teaching him, rubbing.
3. Establishing contacts with other employees, and after all, intensive work has been going on all this time.
4. "Acclimatization" of the new employee to the new environment.
5. Frequent dismissal will inevitably lead to a loss of faith in the veracity of management among other employees, i.e. loss of an honest face by you (organization).
6. A retired person can share the secrets of the company that offended him with anyone.
7. A person who leaves the company can become its lobbyist, or, more often, becomes its enemy.