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in recent years, the talent war intensified, many companies began to spend a lot of time to manage the so-called "human assets." But they ignore another important component of human assets ——— the company's employees. Whether the company was forced to lay off workers or staff found a better opportunity for development, the company's talent may be at any time for different reasons to leave. From the moment they took the company's door, their knowledge of the company and the company's investment in them also left the company. In order to retain these valuable resources, the company can continue to keep in touch with the employees after they leave, just like the alumni of the school, so that they continue to make some contribution to the company in different ways.
"Good horse back", priority
employees are the most suitable candidates for company recruitment. It turns out that the cost of hiring a new employee is only about half that of the former, and that, in the first quarter after the job, these "old horse-eating horses" are about 40% more productive than those "newcomers". According to the survey, the "Fortune 500" companies, by actively dismissals their former employees, averaged 12 million dollars a year for each company. For enterprises, the most important reason for the turnover of employees is that enterprises and employees are very familiar with each other, information symmetry, so can reduce the lack of understanding of the time and culture of the cost of running-in. Motorola's system stipulates that if an employee returns within 90 days of leaving the company, the previous seniority in the company will continue.
Sometimes, old employees will be willing to join the company again, they not only bring work experience in other places, but also bring new ideas, their creativity and problem-solving ability may be improved. At the same time, the staff who have been flowing away also play an important role in recommending talents. Because they understand the culture and needs of the company, the candidates introduced by them are more likely to be suitable for the company and will be able to reduce many levy fees for the company.
potential customers, proximity
The flow of employees is spread across other companies and can form a network of relationships that bring new customers or partners to the company. The famous management consulting firm, ——— Bain, has a former employee relations database with more than 2000 former employees in North America, and the job of the old employee Relations supervisor is to track the careers of these people, even the details of getting married and having children. As long as the former employees who worked in the Bain company regularly receive internal communications and are invited to participate in the company's party activities. McKinsey, for its part, called the roster of alumni McKinsey, including CEOs, senior managers, professors and politicians. McKinsey has been investing heavily in nurturing its "graduate network" across industries (McKinsey sees staff turnover as a "graduation leave"). McKinsey's managers know they will become potential customers as they develop their careers as departing counselors. Because the company knows that when the personal careers of these former consultants are developed, they tend to become big buyers of McKinsey's consulting business. McKinsey has proved to be a huge reward for this unique investment.
Image representative, silent language
with the company's existing staff, employees, especially those who are long enough to work in the company, can play an active role in setting up corporate image, promoting corporate philosophy and taking action on external commentary. Welch is proud of GE's reputation not only for its continued high profitability, but also for its reputation as the "cradle of the CEO". Therefore, enterprises with the flow of employees to establish and maintain friendly relations, embodies the enterprise humanized management of one aspect, help to enhance its reputation, enhance its brand and social influence.
employees can help the company to grasp market trends, technology, competitive environment, external perceptions of the company, and other opportunities to influence the perception of the company, because they have worked in the company, their current employer or client, is likely to ask them about the company's views. The company's thousands of old employees became the source of the first view of the company to the outside world. Resignation complaints, management opportunities
Generally speaking, the key elements that lead to staff flow are embodied in the following aspects: the degree of trust of the line leader to the employees, the fairness of remuneration (including internal equity, external equity and self equity), the number of opportunities for promotion, growth, training and learning, and the quality of the working environment Whether the company gives employees a sense of purpose and a strong organizational value. These aspects often reflect a company's true competitive power. Therefore, when employees leave, the company should be timely understanding of the reasons for employee turnover, and then for these reasons to improve, which is to enhance the company's competitiveness opportunities. Moreover, because the employees have left, so they have little taboo on the enterprise, can really the company's internal management, corporate culture, corporate strategy and other aspects of the management of the corner to make an objective, impartial and bold evaluation. It can be said that the resignation of staff complaints is one of the company's most valuable asset.
Competitive Intelligence, intangible assets
Most of the
employees have considerable knowledge and experience, they will continue to develop in the industry, the company can rely on them to pass the market and technical information, provide some possible opportunities for cooperation, through them to introduce the experience of the current agency to help the company improve their work. Many of the "wealth of High-tech 100" enterprises have invested heavily in the former staff, by their business plan to the enterprise to pre-empt the acquisition of useful information and ideas, is to preempt the golden into the bag. Other companies have found that keeping in touch with their departing employees can help them understand what their competitors are doing and what they are doing, and help them get their competitors in order to make decisions.
since the relationship with the old staff has a lot of benefits, what should the company do to benefit from it? The easiest way to do this is to send news letters to old employees to keep them informed of the company's latest news; The complex approach involves building an online community to keep in touch with old employees through the community. While all sorts of practices require a company to invest some money and energy, the rewards that can be gained in the future may outweigh the inputs.
