专业

As a provider of human resources consulting services, I have been helping solve related issuesfor thousands of HR professionals and employers in the past 15 years.

Unexpectedly, the most nerve-wracking issue is neither about recruitment nor managingemployees’ productivity which we often mention. It is about how to have a professional employeeexit management to maximize the benefit a company could get from its former employees andminimize the potential damage they might cause.

The importance of employee exit management has often been ignored by many enterprises asthey mistakenly take the completion of its employee’s termination procedure as the end point oftheir relationship.

In fact, your employees’ leaving does not mean they could not have any more influence on yourcompany; the potential effects they could cause to you are enormous, in terms of cost saving,company brand building, profit recreating, etc.

Many employers withhold documents, charge penalties, block work-related information, revokesocial insurance, and so on, all to set numerous barriers to an employee’s exit process, designedto either retain or retaliate against the exiting employee.

Yet, sharp-sighted employers, by comparison, would always choose to make their employee exitprocess as humane as possible since they are able to foresee the negative impact an angryemployee could have on other staff internally as well as the damage it might do to a company’sreputation externally.

An example could be the damage caused to Asus by WeiqiXie’s resignation, when he sent an e-mail to the entire manufacturing department and disclosed the nonfeasance of Asus’s high-levelpersonnel that dramatically ruined Asus’s brand image.

Being defensive about employee’s separation application does no good to your company asemployee turnover is inevitable. The smart choice to make would be setting a sincere exitinterview to dig out the weaknesses of your company and make sure that you treat your leavingemployees in the normal way, until their offboarding procedure finishes.

Having a humane leaving procedure is only the first stage of employee exit management.Keeping an intimate relationship with former employees after their departure is even morecrucial.

McKinsey & Company is famous for its well-known “McKinsey Alumni”, which is a rosterrecording the details of all employees who had left.

Another example is Bain & Company’s exit staff management story. Bain & Co not only has adatabase recording the information of over 2000 former employees but a supervisor in the HRdepartment to track its old employees’ career development and update the databaseaccordingly.

Last but not least, whether your company has a friendly rehiring policy and an open mind to bringpeople back-that is another indicator of your performance on employee exit management.

According to research into the Fortune 500 companies, those who are re-employed are 40-50percent more efficient at work compared with their first-time-hired peers. The Fortune 500companies are able to save $12 million in annual costs on average by bringing formeremployees back.

To read the original article, please click: http://www.chinadaily.com.cn/business/2015-12/14/content_22707046.htm