Once these employees resign in the workplace, they can't be retained in any way.

Many executives and start-up company bosses, should have encountered a similar situation, there are some employees with a very good work ethic, strong execution, conscientious, responsible for the work, originally wanted to stay slowly cultivated employees, let you unexpectedly, suddenly one day, proposed to leave the application! Then whether to discuss a transfer, or a pay rise, the other party still firmly said they have thought about it, and hope to leave as soon as possible!

As a manager or boss, if you consider yourself this employee, is your ideal employee, but you do not get the ideal employee's affirmation, this is the most direct negation of the company for the boss, the employee. Therefore, many leaders try to talk and chat with each other like friends, hoping to get some real reasons for leaving.

But often, talking about it, between the lines, can only feel the employee's inner, deep resistance to the enterprise and to the leadership. Those euphemistically expressed reasons for leaving sounded, not enough to support their determination to leave!

Why did the "good employee" want to leave? And so determined?

A. Conflict of interest leads to psychological imbalance!

As I said in my previous article, the relationship between the employee and the company is a business relationship in which results are exchanged. However, both sides are trying to protect their own interests in the process of exchanging results.

Firstly, what are the interests that each side protects in this business relationship between the company and the employee.

Business interest 1: Employees produce as many valuable work outcomes as possible - (maximising value creation)

Corporate interest 2: to give the best value for money in terms of wages paid - (minimising payroll costs)

Corporate interest 3: employees are proactive and perform well - (minimising management costs)

Employee benefits as opposed to corporate benefits are

Employee benefit 1: No overtime and more rest - (higher quality of life)

Employee benefit 2: Salary and benefits are proportional to the effort - (personal value ratio)

Employee benefit 3: No doing anything other than work - (sense of fairness)

As can be seen from the above, in this business relationship between the company and the employee, the interests of both parties are interdependent and in conflict. However, the relationship in which the interests of the company are always greater than those of the employee leads to a psychological basis for the employee to be at a disadvantage, at the outset.

Therefore, once the employee believes that he has sacrificed his personal interests for a long time to create corporate interests, while the company is blind to his personal interests, in the employee's logical perception, this is the corporate interests in bullying personal interests, will produce a heart imbalance, a feeling of exploitation, which is the cause of most employees leaving.

For example, Zhang is a planner, for the client to revise the planning case, has been more than a month, according to the usual week to meet the standard, but due to the customer tricky and eccentric, has not been able to close the order, resulting in Zhang this month repeatedly overtime! At this point, the company said it hoped that Zhang continued to perform his job duties until the customer is satisfied with the planning case. This made Xiao Zhang, who was originally quite responsible for his work attitude, resentful, and he believed that this was due to the poor financial strength of the company, otherwise it would have been possible to filter out low-quality clients and avoid excessive overtime work by staff. With the increase in low-quality customers, frequent overtime Zhang, moved to leave the idea.

The above is a typical case of psychological imbalance due to the conflict between the interests of the company1 and the interests of the employees1! Well, enterprises to avoid such phenomena, to avoid the loss of long-trained staff, we must first find the essential reasons for the imbalance in the hearts of employees.

Second, the psychological imbalance of the staff, because both sides at the beginning of the "wrong eyes"!

Any a suitable relationship, are to be established between the right "object", including the relationship between enterprises and employees. To build a long-lasting relationship, both parties must get to know each other well enough to see if they are the right person for the relationship. This is why the failure of a relationship is often pre-determined at the outset.

It can be seen that if a responsible employee feels psychologically unbalanced because of a conflict of interest and therefore decides to leave, the essential reason for this is mostly found in the recruitment phase.

1. For the company

Enterprises focus on recruitment to fill vacancies, not talent: enterprises have to operate, only the positions with each other, in order to pay everyone into the interests of the enterprise, so once a position is vacant, enterprises are eager to recruit people to fill, in the encounter of work talent, but work attitude and good candidates, many companies will reduce the recruitment of talent requirements, that such employees have room to grow, will recruit such employees into the workforce. This is because they think that there is room for growth.

However, it is because of the lack of focus on the staff's talents that such employees, when encountering work above the level of the recruitment line, are unable to perform, and the space originally reserved for the growth and training of employees is used by employees as a means of exploitation, thus gradually creating a conflict of interest and psychological imbalance.

Not understanding their own corporate culture The employees they recruit do not meet the needs of the company: different companies have different corporate cultures and different needs for employees. For example, start-up companies need to grow quickly and focus on quick benefits, so the corporate system is generally more flexible, requiring employees to have more flexible time and energy; but companies with a certain size, more stable development, compared with the time of employees, they focus more on the actual effectiveness of work.

For example, if a young single person with low qualifications and flexible hours goes to a large company that needs to run efficiently, he will not be able to meet the requirements of his job even if he has enough time to work more shifts; a middle-aged person with a certain financial base, whose work is focused on taking care of his family, will not want to work overtime on weekends and evenings even if he is given more overtime pay.

If companies recruit, do not understand their own corporate culture, do not respect the differentiation of needs, but only in accordance with the universal demand for the same position, to recruit, will most likely lead to the recruitment of staff can not meet the needs of the enterprise, the two sides quickly appear conflict of interest, resulting in the loss of staff.

2, in terms of employees: a good attitude to work is not generous to the company, but to the lack of ability to make up for the work!

The emotional basis of the psychological imbalance of the staff is aggrieved, they think they have been serious enough to work hard, enough initiative and patience, but do not understand why companies do not see their own pay, or still think that their own pay is not enough, and do not face up to the objective reasons for the existence of the enterprise itself. So they see their previous good work attitude as a kind of generosity, which is why they have a psychological imbalance behind them and insist on leaving, without realising that their good work attitude is just a remedy for their lack of competence.

To sum up, apart from a few companies that do "exploit" their employees, most companies lose employees for reasons that are pre-built at the time of recruitment.

If, after understanding the essential reasons, due to the love of an employee, still want to retain each other, how to do it?

Third, to retain departing employees, how to show sincerity?

Compared to other people's persuasion theories, we always think our own logic and experience, credibility will be higher. Therefore, assuming that the company does have objective reasons, in retaining employees, "brainwashing" type of experience persuasion, will only be resented, the basic idea should always be around the personal interests of employees!

The basic idea is always to focus on the personal interests of the employee! Combined with the different personalities, abilities and living standards of employees, companies should find the highest personal interest ratio in the minds of departing employees to show their sincerity.

Most managers believe that the main consideration for employees leaving their jobs is the desire for higher compensation, but this is not the case.

According to the Saratoga Institute's survey of nearly 20,000 employees across 18 industries, 80-90% of employees said they left because they were dissatisfied with their manager or the company culture, or the work environment.

Back to the 3 personal interests of employees.

1: No overtime and more time off - (higher quality of life)

2: Salary and benefits are proportional to the effort - (personal value ratio)

3: Not doing things outside of work - (sense of fairness)

(Of course, these are only 3 of the employee benefit breakdowns.)

If an employee is determined to leave despite a pay rise, there must be something wrong with benefits 1 and 3. Compared to the salary issue of benefit 2, benefits 1 and 3 are intrinsic to the company and need to be improved after a long period of good operation.

So it may be worthwhile to reflect on whether the company's management system has problems, if it can be targeted, set up a system for these inherent problems, which for the departing employees, equivalent to their own grievances are being faced squarely. The company's knowledge of its people may be able to move the employee to change his or her mind about leaving.