List of high-quality authors Recently, a fan asked me if I wanted to stay when I left my job and was retained by the leader. This problem is indeed more tangled, if the leader gives you a salary increase and promotion, you say that you will stay or not, if the leader draws you a good pie, it cannot be achieved in a short time, so what should be done? Let's talk about it in detail.
1. The leader's mentality towards employee resignation
When an employee offers to resign, the leader's mindset fluctuates depending on how important the company is to the employee. Leaders can be very distressed if the departure of an employee results in a huge cost loss to the company or the threat of a competitor. Conversely, if the costs and threats are smaller, the leader's mood swings will be correspondingly reduced.
Specifically: Leaders will be saddened by the departure of key employees. These employees are the backbone of the company, and it is difficult to find replacements, and they may not even be able to find them. If they are poached by competitors and pose a threat to the company, leaders will try to retain them.
For potential employee turnovers:Leaders may be dissatisfied. After the resignation of outstanding grassroots employees, leaders will feel that their investment has been wasted, and there will be a sense of gap. For the company as a whole or for the big bosses, the short departure of junior employees usually does not have much of an impact.
For example, in Company B, a young project manager, Sophia, resigns from her position. Even though she is only a junior employee, her outstanding performance has allowed leaders to see her potential. Leaders are reluctant to lose such a promising employee and try to retain her by providing more training and promotion opportunities.
For the departure of ordinary employees:Leaders basically don't care too much. If the leader thinks that the employee's performance is mediocre, but the position is valuableThere may be some concern, mainly considering the cost of rehiring.
For example, John is a regular sales employee in Company C, and his boss doesn't care much about his departure. However, as the company is currently facing a tense hiring situation, leaders are still trying to convince John to stay in order to avoid the cumbersome process of rehiring.
Leaders may try to retain employees, both to save costs and to prevent them from becoming assets to competitors.
2. The true intention of the leader to retain
In practice, most leaders take retention measures when an employee resigns, but the retention is not entirely sincere, and sometimes it is just a courtesy. In addition to polite retention, we can roughly divide it into the following situations:
Scenario 1:"The employee is so capable that it's hard to find a replacement, keep him! "If you leave and take the company's resources with you, the leader may be more strongly retained by you. However, it is necessary to be careful of the dissatisfaction that some leaders may generate in the future.
Scenario 2:"It's hard for the company to recruit people at the moment, so stay and see! "When hiring is difficult, the company is not growing well, or money is tight, keeping old employees is a priority. Veteran employees are familiar with the business and do not need to be retrained.
Scenario 3:"Even if you get a raise, it's cheaper than hiring a new person, keep him! "The reason for retention may be similar to the reason you left the company, it may be because of limited opportunities within the company or lower wages. When considering staying, first understand the market** and confirm your value.
Scenario 4:"The current project still needs him, stay first, and talk about it after the project is over! "Even if the leader is unhappy with the employee, the project needs the employee and may persuade the employee to stay with reasons such as salary increases, bonuses after the project is completed, etc. However, once the project is over, the situation may change.
3. How to deal with the retention of leaders
When faced with the retention of leaders, employees who leave end up with only two choices: stay or leave. But this decision often depends on the individual's career goals, the company's situation, and the authenticity of the retention strategy. Here are some suggestions:
Evaluate personal career goals:First, you should review your career goals and why you left your current company. If you've already decided to leave your job, a retention strategy may not change your decision. However, if the company offers an opportunity to meet your career goals, you may consider staying.
Consider the company situation:Understanding the company's growth prospects, team status, and company culture is important to make a decision. If you think the company's prospects are not good, leaving may be a better option. But if the company is in a growth phase, offers good opportunities for advancement, or has a good company culture, it may be a wise decision to stay.
Whether you ultimately choose to stay or leave, be professional and polite when discussing with your leader. Be clear about your decision and thank your leaders for their care and retention efforts. Whatever you decide, make sure your actions are in line with your career goals and interests.
Finally, welcome to leave a message to discuss, if you leave your job and the leader retains you, how to deal with it?