It's no secret that business is about people. To succeed, you need to gather the best people around you. But from time to time they leave the team.

Dismissal. This word scares any leader. It means that you will again have to interview candidates and look for a worthy one among them, then train him and bring him up to date, and the tasks at this time must be performed by someone else. However, there is no guarantee that the newcomer will be as good at work as his predecessor.

Sometimes the reasons for dismissal are obvious. For example, a person was unable to join the team and find a common language with colleagues, or over time he realized that he was in the wrong place. In this case, even if the team will have a hard time for some time, this is a strategically important decision. But what motivates the rest?

In her article for Inc.com magazine, business consultant Loli Daskal lists 7 main reasons that can cause an employee to leave the team. Analyze them and take a closer look at your subordinates - if you notice the problem in time, you can solve it together and not lead to dismissal.

1. Stagnation

Or, to put it simply, stagnation. Few people want to be in the same place doing the same tasks for the next 20 or 40 years. Most talented employees dream of development and moving forward; they need a worthy goal.

If a person has no prospects in your company, sooner or later he will go looking for them elsewhere. Keeping him (for example, by increasing wages) without fundamentally changing anything is dangerous. A tired person, dissatisfied with life and himself, negatively affects the productivity and mood of the entire team.

2. Overwork

Of course, emergency situations happen in any company. But if a person is constantly tasked with more than he can handle, this leads to burnout. Unfortunately, the best employees - the most talented and loyal - often suffer.

If you notice that a person has begun to refuse new tasks under any pretext, stop and find out the reason. Perhaps the employee has already been given too much pressure and it’s time, for example, to hire him an assistant.

3. Blurry goals

There is nothing worse than working blindly. People like to know why they are working and what result they are going for, and not just mindlessly rush forward every day, like a squirrel in a wheel. Talented specialists are unlikely to want to waste time on tasks that are meaningless (from their point of view).

4. Profit comes first

Of course, we are all in business to make money. But when only numbers matter to a manager, the people who bring the company money want to quit.

The best go where they will be appreciated, and as a result, the team consists of apathetic employees who are simply too lazy to look for another place.

5. Lack of recognition

Even the most selfless of us want to hear words of gratitude and praise addressed to us. If you don't reward employees for their outstanding performance, you're missing out. effective method maintaining high productivity.

Even if there is no way to pay bonuses or raise rates, there are many low-cost and free methods of promotion. At a minimum, don’t forget to say “thank you” to your subordinates!

6. Lack of trust

If your subordinates see how you behave unethically with suppliers, deceive partners and clients, and easily go back on your words, the most principled of them are unlikely to want to continue working.

But the worst thing is that the rest can follow your example - if the leader can do it, why can’t the rest? This will ultimately lead to the collapse of the company.

7. Excessive hierarchy

Every company needs structure, and every employee needs a leader, but sometimes bureaucratization makes people unhappy. If an employee understands that his idea must go through ten levels of approval before it is implemented or rejected, he will soon stop making suggestions.

If an employee does not have the right to make decisions without confirmation from above and is obliged to obey those who understand the issue much worse, he will prefer to start looking for a new job.

Many people quit solely because of the manager, even though they are completely satisfied with the company and the position. Therefore, it is a good idea to periodically ask yourself what you can do to manage your subordinates less toxically and more effectively. Start changing to keep your dream team!

There are several reasons that may prompt an employee to place a resignation letter on your desk. Most of these reasons are quite obvious - low wages, poor working conditions, grumpy bosses. However, it also happens that employees quit one after another, and managers do not understand why. Here are some less obvious factors that make work uncomfortable.

1. Fear of getting fired

One of the disadvantages of capitalism is a constant state of anxiety about the future. On the one hand, this is useful for the economy, because people do not solve crossword puzzles at work, but actually work hard from 9 to 18. On the other hand, this is a strong pressure, which does not reflect in the best way on the character and well-being of workers.

Commentators won’t let you lie; to impressionable people, “I might be about to be fired” comes every half hour. If management adds fuel to the fire by scaring employees and making suggestive hints, the fear of dismissal can become so unbearable that the employee decides to take a preemptive strike and quit first.

Try to ensure that thoughts of dismissal arise as rarely as possible among those whom you do not intend to fire. Discuss plans for the coming months with them, explain to them that they are doing important and necessary work for the company. Avoid jokes in the spirit of “something your department is not coping with, it’s time to kick someone out.”

2. Unnecessary work

People love to feel needed. If you order an employee to dig a hole today, and tomorrow to bury it back, you are thereby hitting his self-esteem. The employee thinks that he is busy with a meaningless task, that his work is not needed, and that he himself, therefore, is a useless person for society.

From the point of view of the boss, the work may be necessary, but if you do not explain to the employee every time why he was forced to wave a shovel in vain, he will have a very strong desire to leave you to where he will do something useful, even for less money. It is absolutely not enough to tell an employee “it’s none of your business, you get paid for following orders, not for asking questions.” Any responsible employee will not be satisfied with such an answer.

The milder version of devaluing someone else's work is also very destructive. Some bosses have a habit of starting work with criticism: “what you did is no good, it needs to be redone.” An employee who honestly tried to complete the task assigned to him is knocked off his feet by such an unexpected assessment of his work, and his desire to continue working with you drops to zero.

Experienced schemers use this dirty trick to force unwanted subordinates to resign. Force the manager to make a report for two weeks, and then tell him that “it’s no longer necessary” and, without reading it, throw the report into the trash. With a high degree of probability, in 15 minutes there will be a statement “on your own” on your desk. University teachers do the same thing when they want to get rid of a student they find unpleasant. When such a student brings them his coursework, they immediately declare “everything is wrong,” after which they either demonstratively spoil the work, or immediately, without even looking through it, give it back to the student.

3. Small bonus

As the famous joke about a village teacher says, 90% of people don’t know mathematics at all. This ignorance “shoots out” when such an employee is either given a small bonus or slightly increased in salary.

Let’s imagine that an employee was given a bonus of 500 rubles for some reason. The correct train of thought that a minority is capable of: “For Last year I earned 500 thousand rubles here, about 40 thousand rubles a month. The salary suits me."

An incorrect train of thought, which, unfortunately, occurs much more often: “I’m busting my head here, like Papa Carlo in the uranium mines, performing feats of labor, and for this I was given a measly 500 rubles?! This is a mockery or an insult! The mistake is clear: for the year the employee was given not 500 rubles, but 500 thousand rubles, plus now these five hundred. The trouble is that few people are able to look back a year. Because of this, management is often perplexed: they gave people some money to cheer them up, and then suddenly three of them decided to quit at once.

Hence the moral: try to either give out money in fairly large pieces, or, if you give out in small pieces, specifically indicate that this is not a salary, but simply some symbolic bonuses that have nothing to do with the “main” money.

4. Responsibility

Bosses often make mistakes, assuming that their subordinates are cut from the same cloth as themselves. Let's say you are doing a project, the successful launch of which will determine the operation of a huge plant. The project, as is always the case with big things, is progressing with varying degrees of success, and you are by no means sure that you will meet the deadline. If the project is delayed or fails, the customer will suffer huge losses.

As a boss, you react to this calmly: you know that failures sometimes happen, and you understand that even in the worst case scenario, you will not be shot or sent to a correctional camp.

Your subordinates may have a different opinion. Being inside the project and knowing full well about all the shortcomings and shortcomings, they think something like this: “the deadline is in a month, we won’t make it, a disaster will soon happen, and the customer will lose 10 times more money than I can hope to earn in my entire life.”

In such cases, it is imperative to explain to subordinates that they are responsible only for their area of ​​work, that this responsibility is limited, that they have the right to make mistakes, and that the customer’s playful threats should not be taken seriously. If this is not done, subordinates will be very tempted to quit so as not to wake up at night from nightmares in which the bridge they built falls apart.

5. Injustice

The classic situation: you promised a bonus for fulfilling the plan, and then this bonus was not paid, no matter for what reasons. At this moment, employees will immediately think about quitting - even though they also fulfilled the plan last quarter and also did not receive any bonus for this. The problem here is not how badly the employees suffered financially, but the injustice that was done to them.

Many tyrant bosses believe that they don’t have little things special significance, and that if you fine an employee 100 rubles for losing a wrench for which this employee was not responsible, this will not affect the employee’s attitude towards you and the work. I don’t know how things are with this in other countries, but in Russia tyrants are usually forced to set salaries 1.5-2 times higher than the market so that at least someone agrees to work with them. Moreover: even for these increased salaries They usually succeed in attracting only people with characteristics that prevent them from working in “normal” places.

6. Team

Quite often, people do not fit into the team and quit to escape the atmosphere of constant tension. Sometimes the team rejects “rats” who steal food from the common refrigerator, lazy people who ride on other people’s humps, and rude people with a bad character.

Often, however, there is some scoundrel in the company who amuses himself by bullying employees who, due to their nature, are not able to respond to the offender. Also, sometimes the team rejects those who work much better than others, or those who refuse to steal your money along with everyone else.

If employees leave you and you cannot understand why, try to carefully find out what kind of relationship they had with the team. Perhaps, by pulling this thread, you will open a dangerous abscess.

7. Training

As funny as it may seem, trying to train your employees may well lead to them leaving you. Learning is a very serious process that can immediately lead to a number of unexpected consequences.

Firstly, a trained employee can understand that there are more interesting places in the city - more lucrative and more promising than working for you. In fact, often, right during training, he can meet his colleagues from other companies who will try to lure him over.

Secondly, all sorts of motivational trainings they can pump an employee full of various toxic nonsense that will make him start moving in order to “earn money for a personal jet in five years.” Not everyone has enough brains to understand - if only quick ways to get rich really worked, business coaches would have used them on their own long ago.

Thirdly, many people have an aversion to studying of any kind, and when you force them to waste their personal time studying, they transfer this aversion to you. Having realized that in your company you need to constantly learn, they can go to a place where they will not be bothered by trainings and lectures.

8. Salary delays

It would seem like an obvious thing - you need to pay employees to work for you. Somewhat less obvious is that for most employees, their salary is the only reliable source of income, and that they perceive delays in payments with the same anxiety with which hobbits perceive the depletion of food in the kitchen.

Some bosses think: “I need to pay this bill urgently, I’ll delay my salary for a week, no big deal.” Error. At the very moment when an employee realizes that the payment of wages is delayed, even if only for one day, he goes to a job search site and begins to study vacancies there. Shifting salaries from Tuesday to Wednesday will result in 80% of employees starting to seriously think about changing jobs on Tuesday evening. Delay your salary by a week for several months in a row, and you will be surprised to find that you have a staff turnover.

The employees can be understood: they work for one very large client, that is, for you. If this client begins to have problems with solvency, employees begin to worry. In our business culture, delaying a salary is a very ugly action, so employees make a fair conclusion: “since we were deceived with the payment deadline, we may well be left without a salary at all.”

9. Breaking the queue for promotion

Management usually promotes employees based on their own considerations, which are not always obvious to the team. There is nothing wrong with this if the management takes the time to talk with everyone who is going to grow “up” and clearly explain their decisions.

If, instead of the experienced mechanic Petrovich, the crooked newcomer Kolyan becomes an assistant foreman, and the authorities do not consider it necessary to spend twenty minutes discussing the situation with Petrovich, Petrovich at this moment usually develops a strong feeling of resentment: even if he absolutely does not need the position of deputy, and even if He treats Kolyan quite friendly.

To illustrate the importance of the problem, I note that the schemers I mentioned above use breaking the queue for promotion as another effective measure for squeezing out unwanted people. They place their victim under direct control of someone who is clearly inferior to the victim in status and professionalism, and then watch with pleasure as the victim becomes angry at the obvious injustice of such a decision.

Instead of summing up

All of the above applies to organizations in which management cares about the cause and is interested in ensuring that employees feel comfortable at work. At the same time, there are places that work from the opposite side. For example, in “sweatshops” employees are humiliated, kept on a starvation diet and forced to work 12 hours a day. Absence physical strength and constant delays in salaries lead to the fact that people cannot quit there, because they do not have the opportunity to find time in such a schedule to find a normal job.

Also, I repeat, some additional reasons for turnover should be looked for only if all the obvious things are in order. If you pay your employees 100 rubles a month, and your competitors pay 200 rubles a month, you are unlikely to be able to avoid mass layoffs.

Why do people quit?

What does a person pay attention to when applying for a job? Most of all on how well he is rated, and less on financial capabilities in relation to himself personally. At the same time, enormous responsibility lies with the superior employee, with the one who supervises him, that is, with the top manager. If good employees are lost, senior management would do well to 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 companies, but harmful managers.”

At the beginning, a newbie employee does not think about leaving the company, perhaps because of the administration’s ostensible loyalty towards him, and he believes in it. But its elimination has already been developed and clearly established in its practice. immediate superior. Next, the thought of leaving this company already occurs to the humiliated and insulted employee when his boss begins to impudently evaluate his profitability, liquidity and market value. A little later, the idea of ​​leaving the company becomes stronger and stronger in the employee’s head, and he begins to look for other vacancies, consider offers and in every possible way distance himself from this organization.

An analysis of dismissals shows that most of them occur due to arrogant and unfair division. As they usually say in terms of “friends and foes”, or what more specifically expresses the idea, the “white bone” is the bosses, top and simple managers, and the “slaves”, i.e. everyone else who is under their control. But it is worth considering that about 80% of employees left the company precisely because of rotten work methods and short-sighted management that forced them out.

Prevention

One of the main principles of employee retention in a company is “need satisfaction.” Because he is no longer a worker, but the first client of your company. And this is where it comes into effect market law- “The customer is always right”, because only through your employee do you, the company, communicate with other customers. Therefore, meeting the needs of employees should have an important place in human resource practices.

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

Assessing the loss of a talented employee:

1. Search for the same or more talented employee.
2. Finding it, training it, grinding it in.
3. Establishing contacts with other employees, and all this time intensive work is going on.
4. “Acclimatization” of a new employee to a new environment.
5. Frequent dismissal will inevitably entail a loss of faith in the veracity of management among other employees, i.e. loss of integrity by you (the organization).
6. A person who quits can share the secrets of the company that offended him with anyone.
7. A person who leaves a company can become its lobbyist, or, more often, becomes its enemy.

When leaving a job, many employees prefer not to talk about the reasons that prompted them to do so. Some of them then anonymously scold their bosses on various resources with reviews of their work (you can read them, for example, or). Specialists from the Superjob portal, at the request of The Village, conducted a survey of those who are currently looking for work and found out what made them quit their jobs. previous place work. Here's how the responses from thousands of site users were distributed.

Low salary or salary reduction

Moving to a new place
residence

Delay or non-payment salaries

Conflict with management

Lack of career and personal growth, job prospects

By personal or family circumstances

Cheating or dishonesty employer, failure to fulfill promises, failure to comply with Labor Code

More profitable offer
About work

Inconvenient schedule work

On their own at will

LACK OF INTEREST
to work

The contract has expired or the project is completed

REMOTE WORK from the house

Bad conditions labor

Lack of volumes work

Other

I find it difficult to answer

*Sample size: thousand respondents

No matter what they say, it is salary in most cases that is the determining factor that pushes people to decide to change jobs.
And if a person is also bound by any financial obligations, he will always look for a job with a higher salary. Therefore, the fact that the item “low salary” came first in our survey is not accidental.

But it should be noted that if money was the reason for the search new job, then before deciding to quit, it’s worth talking with your boss about possible prospects at your current place of work. It is possible that the list of your responsibilities has long exceeded those previously agreed upon, but you simply did not pay attention to it? Don’t rush headlong into the pool: try to resolve this issue within the company, especially if everything else suits you.

The main reason is income level - traditionally the most important for our labor market. However, recent studies document a normal crisis trend: some are beginning to prefer a bird in the hand to a pie in the sky, and the amount of income in in some cases turns out to be less important than stability and confidence in the future. True, the tit should still be fat and weighty, and it is advisable to grow along with inflation.

Therefore, if the employer cannot afford to raise wages in a race with the cost of buckwheat, he should think about the fact that the amount of income is still not the only important factor for employees. Randstad's research on employer branding in Russia is based on responses from 9 thousand respondents from different regions and industries. 36% of these respondents say that what keeps them in their current place is the fact that they find the work interesting. 24% value recognition of their merits and achievements by management, 9% value opportunities for professional development.

During the previous crisis, the wisest employers retained experienced, albeit expensive, employees and invested in their training and professional development. By doing so, they not only significantly increased employee loyalty, which is valuable in itself these days, but also emerged from the recession with a significant handicap, since competitors were forced to re-recruit and train people.

A study by the Superjob portal also shows that 10% of those quitting justify their departure by changing their place of residence. I must admit, it’s hard for me to imagine why so many able-bodied people in times of crisis decided to suddenly leave everything and move, apparently, far, far away. Where are they all going? Growing a food basket in the country? Smoking a body under palm trees? If the move is not so large-scale, perhaps there is another motivation hidden under the argument about changing the place of residence. Why is your employee, having moved, not ready to continue visiting the office? Or is this extra transplant just the last straw, your tit is just not cute enough?

If you were forced to change your office and many employees found it inconvenient to get there, think about the possibility of changing your work schedule. A quarter of respondents value the flexibility offered by their employer and cite it as a reason why they do not plan to look for a new job.