Why is "collective job-hopping" always looking for IT enterprises?

Compared with traditional industries, IT enterprises develop fast, but fast development also brings greater challenges to company management. When the company's management is imperfect, especially when the human resources management is incomplete, employees are vulnerable to insecurity and mass incidents. The company's cultural construction work is poor, employees tend to focus on the relationship of cooperation with a core person, rather than the relationship of cooperation with the company, so it is easy to change jobs collectively. In addition, when the enterprise is young, it is imperfect in legal construction and there are no relevant constraints, therefore, the probability of a group job-hopping event is naturally high.

The Industry Characteristics of IT enterprises are rapid changes, especially changes in the capital and strategic aspects, which can easily lead to great differences within the senior team. This should also be an important reason for the high team's easy change. At the same time, changes in the capital and strategic layers will also lead to a team-level demand for human resources.

Moreover, it enterprise practitioners are young, energetic, have many opportunities, are easy to accept new things, are confident, easy to accept changes, and are easy to assess changes optimistically.

It should be said that collective job-hopping occurs mostly in IT enterprises. It is not a simple one or two reasons, but a combination of multiple reasons.

Financial Times: Does a group change frequently show the market demand for mature team manpower from one aspect? From the perspective of "headhunting", are you "welcome" group job hopping?

Collective job-hopping will undoubtedly have an impact on the original enterprises. Therefore, from a certain perspective, it is not professional. The spirit of professional managers should be: when a person leaves, the enterprise risk should be minimized; when a job is vacant, the Organization can still operate normally.

It is also risky to join a group for group job-hopping into a new enterprise. As the "Leader" of group job-hopping, we must make full estimates of such risks and be responsible to the entire team. Although there is no integration problem with new enterprises, the team suddenly changed to a new platform on the original platform and faced new challenges, what is the spirit of collective unity? Can we overcome these difficulties together? Are all important.

For the original enterprises, in addition to taking rescue measures after the collective job-hopping incident, they also need to think over and improve their management in all aspects, it does not matter if you are eager to see the media or take other vicious actions. It's time to improve yourself and attract better talents.

Although one party who accepts the collective jumpers solves the human resources needs of a team at once, what needs to be considered as a high-level team and the human resources department is how to integrate the new team into the enterprise, avoid the emergence of informal groups, and avoid secondary cultures that conflict with organizational culture.

In short, collective job-hopping poses great challenges to all parties. Therefore, we must make full preparations from the psychological, institutional, and institutional aspects to make a smooth transition.

Group resignation requires a strategic height

Financial Times: in addition to the incidents that directly result in the departure of a group, do companies with "job-hopping" have internal culture issues?

Guo penghong: if corporate culture is well-established and employees have a strong sense of belonging, they will recognize serving a certain enterprise rather than serving a certain individual, this will fundamentally eliminate the problem of "group job-hopping.

Collective "job-hopping" is undoubtedly a huge loss to the customers that enterprises and enterprises serve, but the employees of a team will choose employers and customers who have "Betrayed" for many years, if there is no problem with the values of employees, or the value of the entire enterprise is wrong, both of them are problems in cultural construction.

The handling team should have a strategic height for collective job-hopping to avoid losing a battle to win a battle.

First of all, this is a form of crisis public relations. The top management should unify the external voice and control the influence of the media within the ideal scope. Actively communicates with the customer to obtain the customer's understanding, so that the customer can obtain the first information from the company, rather than other informal methods.

The second is to solve the internal human resource demand problem, and solve the human resource requirements of core figures in the first time through the internal call out method, relevant internal management personnel of the company can maintain informal contact with outstanding employees who resign from the group, and recooperate if they do not adapt to the new environment.

The third is to remember, improve management, improve the system, strengthen the construction of corporate culture, fundamentally solve problems, and take this opportunity to change the corporate image.

The fourth is to use legal means. If collective job-hopping does bring about legal violations to enterprises, they should properly resolve the problems while seeking to protect their own interests on the basis of consulting laws and human resources experts.

Financial Times: how can we see the phenomenon of collective resignation from the perspective of social value?

Guo penghong: Everything has real value only when the social value is the greatest. The collective resignation did not defeat the current year's supervisor, but made it a real estate rookie. Therefore, it is not important to resign an individual or resign a group, the key is the wisdom and efforts made by all parties in the future, taking into account personal and corporate interests, industry interests and social interests.

If each party can think about the problem from this perspective, the problem will be handled in a more rational way before, during, and after the action is taken to maximize the social value.