As the boss of a company, the biggest fear is the resignation of the manager you have trained for many years, especially the key executives who have been with the company for more than five years. What if these older employees, who know every aspect of the company and have their own insights and ideas about the industry, quit and go to a competitor?
Some people will say that the company is a platform, in addition to the boss, leave who can turn, don't worry about someone leaving;
Some people also say that the value of this person in the company is not big, leaving just, can give way to new people, for the company to input new blood and effective force;
Others said the executives had non-compete agreements that allowed the company to Sue if they went to a competitor.
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All of the above is true, and none of it is true.
Look at the problem not too one-sided, but to take a comprehensive view of this kind of separation.
First of all, the departure of a manager who has been with the company for more than five years is definitely not a personal problem, but an organizational and team problem. The departure of a senior executive can lead to the departure of a core group of people. Because now job-hopping is mostly a team job-hopping, almost all is a team operation, there is rarely a single case.
Secondly, the departure of a manager who has in-depth insight and understanding of the enterprise and the industry will do great harm to the enterprise. Such employees have great destructive power, and may even be a huge hidden danger for the future development of enterprises. Gains and losses cannot be evaluated and measured unilaterally.
There are only two ways for a manager to leave: either to go to a competitor and show value directly; Or start your own business and become a competitor in the industry. Either way, it's a loss for the company.
How to do?
My advice is to try not to let the manager go, but to "bury" it in advance. The principle of "snow hiding" is to ensure high treatment, or rise and fall.
Take an example from my industry. At one electric-car company, the marketing director left for another electric-car company because of disagreements with the company's boss, directly confronting his old employer. That company is not as big as the old company, but it is not small either. After the marketing director went there, he directly followed up the imitation and constantly poached talents from the old company. Those so-called non-compete agreements and other constraints have long been circumvented by some highly skilled operations. The old company could only watch the original marketing director in the market against their own head, playing the fire.
The marketing director's strategy is simple -- close to the body. Because he is familiar with his old company and knows more about the industry, he will do whatever his old company does, including products, slogans, selling points, activities, communication, channels and so on. So more than a year passed, the old owner was very angry, also very uncomfortable. Later, the boss of the old employer directly came forward to interview the marketing director, let him come back, as an enterprise consultant, the annual salary of millions of yuan, be invited back to "hide".
Later, the boss told us about this matter, he believed, do a company to consider all aspects of things, and people's things is the first, the success of the company depends on people! Consider both the value of talent and its destructive power. If you can't use it, you can "hang it up" and put it for two or three years. Then there will be no threat to the company. Although it may seem like the company is losing money because the executive does nothing and is paid a lot of money, this loss is a pitfall compared to the company's market losses.
Talent selection, use, education, stay, tao, related to the company's current and future development. When the middle executives who have worked for many years leave, whether to continue to pay high salaries to "hide", or to eliminate completely, is a major talent issue for the company. Do it right and the company is on a roll; If you don't do it right, the company is in danger.
It is all very well to hire valuable employees, but advice also applies to those who are less valuable but more disruptive. By "hanging up", we can slowly dilute the reaction force and make the company more competitive in the market, so that the company can develop better and faster.
Of course, this is only to provide an experience and methods, the actual operation should be combined with the specific situation of enterprises and employees.
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