Resignation is a word that all HR are afraid to hear. Once an employee leaves, it means a series of problems for HR and the employing Department: HR needs to go through the resignation procedures for the employee, make the resignation settlement, and deal with social security, provident fund and other issues. Then there are recruitment, interview, entry procedures, training, new purchase of social security, provident fund and so on.

用人部门也有的忙：为离职的同事做部门内部的交接、在招聘到合适新员工前，需要找人分担离职员工的工作、面试新员工、培训新员工、做新员工的试用期评估等等。

The employing department is also busy: making internal handover for the departing colleagues, finding someone to share the work of the departing employees before recruiting suitable new employees, interviewing new employees, training new employees, evaluating the probation period of new employees, etc.

一个同事的离职，可能还会和总经理、副总、总监、经理、主管、HR经理等诸多人员的绩效考核或者年度评估挂钩，真可谓是“一人离职，多人买单”。

A colleague's resignation may be related to the performance appraisal or annual evaluation of the general manager, deputy general manager, director, manager, supervisor, HR manager and many other personnel. It can be said that "one person quits and many people pay".

为了帮助HR减少“离职”带来的烦恼，小编为大家总结了几条方法，希望对大家有所帮助。

In order to help HR reduce the troubles caused by "resignation", Xiaobian summarizes several methods for you, hoping to help you.

1.招聘环节

1. Recruitment

HR一般为初试部门，在初试环节尽量详细的介绍公司文化和公司背景，以及公司的一些规章制度。如果面试的是基层员工，可以在初试环节与之沟通薪资福利等问题，避免在通知入职时，企业薪资和应聘者心里期望落差较大而产生的离职。如果是中高层员工，可以在初试环节了解到应聘者的期望值，再与总经理，用人部门的负责人沟通。若应聘者期望值过高，可以试探了解其下限薪资要求，或者直接拒绝。

HR is generally the first test department. In the first test, try to introduce the company culture and background, as well as some rules and regulations of the company in detail. If the interviewee is a grass-roots employee, you can communicate with them about salary and welfare in the initial stage, so as to avoid the resignation caused by the big gap between the enterprise's salary and the applicant's expectation. If you are a middle or high-level employee, you can understand the expectations of the candidate in the preliminary examination, and then communicate with the general manager and the person in charge of the employing department. If the candidate's expectation is too high, you can try to find out the minimum salary requirement, or refuse directly.

用人部门一般在复试阶段，尽可能详细地向应聘者介绍工作的内容，流程以及工作环境，避免应聘者入职后对工作的理解与实际差距较大。

The employing department usually introduces the job content, process and working environment to the candidates as much as possible in the re examination stage, so as to avoid a big gap between the understanding of the job and the actual situation.
                

2.通知入职环节

2. Notice of entry

HR在通知员工入职以前，对于一些特殊岗位一定要做背景调查，然后在根据背景调查的真实性，通知面试结果。在通知入职时，要确定好应聘者准确的入职时间，记住一定要应聘者完成与原单位的劳动合同的解除手续，提供离职证明，并处理好与原单位的社保等事宜，以避免后期劳动纠纷。并告知用人部门做好新员工入职后的安排；再次强调公司薪资福利、上班时间、地点等详细信息，避免造成应聘者理解错误；告知应聘者办理入职手续时需要提交的相关材料。

HR must do background investigation for some special positions before notifying employees of their entry, and then notify the interview results according to the authenticity of the background investigation. In the notice of entry, we should determine the exact entry time of the candidate, remember that the candidate must complete the cancellation procedures of the labor contract with the original unit, provide the resignation certificate, and deal with the social security issues with the original unit, so as to avoid the later labor disputes. And inform the employing department to make arrangements for new employees; emphasize the company's salary and benefits, working time, location and other details again to avoid misunderstanding of the candidates; inform the candidates of the relevant materials to be submitted when going through the entry procedures.

3.报道环节

3. Reporting

新员工报道后，按照公司流程收集其资料、填写表格及劳动合同，如果当天入职的新员工比较多，建议开展新员工入职培训，以便新员工能更快的了解公司的制度和规定。当然，很多听完培训就放弃的员工，这时放弃的员工就比较好处理，不作为离职，因为未入职。

After new employees report, collect their information, fill in forms and labor contracts according to the company's procedures. If more new employees are employed on the same day, it is suggested to carry out induction training for new employees, so that new employees can understand the company's systems and regulations more quickly. Of course, many employees who give up after listening to the training are easier to deal with at this time. They don't leave because they are not employed.

4.培训和安排

4. Training and arrangement

用人部门需要对新员工进行岗位技能、流程、标准等培训。让员工能更快的融入公司。

The employing department needs to train new employees on job skills, processes and standards. So that employees can integrate into the company faster.

如果入职2周内离职的员工，往往是因为想象的与实际情况相差较大，这个时候我们需要回顾面试环节中对应聘者的沟通是否足够详细，对公司文化、制度、岗位等描述员工是否真正理解。

If the employee leaves within 2 weeks after entering the job, it is often because there is a big difference between the imagined and the actual situation. At this time, we need to review whether the communication with the candidate in the interview is detailed enough, and whether the employee really understands the company culture, system, position, etc.

如果入职三个月内离职的员工有2中原因：

If there are two reasons for an employee to leave within three months of his / her employment:

被动离职，即试用期内不能达到公司的标准，这个时候我们需要回顾在面试时是否对其过去的经历有足够的了解，涉及技术岗位的，是否进行了实操面试，对应聘者的个性、爱好的判断是否准确等。

Passive resignation, that is, the probation period can not meet the company's standards. At this time, we need to review whether we have enough understanding of the past experience in the interview, whether we have a practical interview for the technical position, and whether we have accurate judgment of the candidate's personality and hobbies.

主动离职，一般是由于新员工感觉自己的工作太过单一，不能完全发挥自己的能力，或与管理层的沟通出现严重问题。

Voluntary turnover is generally due to the new employees' feeling that their work is too single and they can not fully play their abilities, or serious problems in communication with the management.

据小编统计，在这个期间离职的人员，大部分是因为与公司管理层的沟通不当，而这个时候，我们需要给到新员工的直属上级一些压力。HR也需要在平时加强对部门管理人员的培训，让其了解到一个员工离职所带来的成本，并将员工离职率与该管理层的绩效挂钩。

According to Xiao Bian's statistics, most of the people who left during this period were due to improper communication with the company's management. At this time, we need to put some pressure on the immediate superior of the new employee. HR also needs to strengthen the training of department managers, so that they can understand the cost of an employee's turnover, and link the turnover rate with the performance of the management.

入职两年后离职的员工，一般是因为觉得公司没有发展，或者个人价值得不到更大的体现。这个时候就需要公司的管理层与HR共同制定好员工的职业发展。

Employees who leave after two years of employment usually feel that the company has no development or that their personal value can not be more reflected. This is the time to work with HR management to develop their career.