1 the value of leaving the core staff

The core staff has perfect professional knowledge, with special or irreplaceable talent, mastering the core affairs of the enterprise, control of key resources, the status of the pivotal position in the enterprise, not only affects the process of the enterprise's work, but also relates to the cohesion of the team. The core staff leaving, will bring huge cost loss to the enterprise, affect the overall development of the enterprise planning, cause more personnel changes, weaken the competitiveness of the enterprise.

1.1 Pertinent sources of opinion

Core employees have profound and unique insights into the company's strategy, management, operations, and culture, and core employees have also established a certain degree of affection for the company, and through the pre-departure talks, they will point out that there are problems in the company and put forward their suggestions and views on the company, in order to help the company improve and develop. The company's improvement and development.

1.2 Efficient information sources

Core employees have a wealth of knowledge and experience, and often continue to develop in the industry, and will grasp a lot of valuable professional information, the enterprise through its relationship management, to access new trends, new technologies and rivalry dynamics and other information to ensure that the enterprise can follow the market and technology trends, and seize valuable information. This ensures that the company can keep abreast of market and technological trends and seize valuable investment opportunities. Secondly, they can combine the actual work experience and feelings of their current positions to make valuable suggestions for improving the internal management and operation of the original company.

1.3 A reliable source of talent

Core employees who leave the company are the talent pool of the company. First of all, they are the most suitable candidates for the company's future re-recruitment. Core employees y understand the corporate culture, the cost of hiring them again for half the cost of hiring new employees, while their productivity will be about 40% higher than new employees, loyalty will also be greatly improved. Secondly, departed core employees can become employee referrals, reducing search costs and recruitment expenses for the company. Core employees have an in-depth understanding of all aspects of the organization, and know the type of talent that the company really needs, so they can find the right people.

1.4 Positive means of publicity

Enterprises with the departure of core staff to establish and maintain a good relationship with the core staff, the departure of the core staff to establish the image of the company, to promote the concept of the company as well as to take action on the outside world to play a positive role in the comments, help to enhance the reputation of the company to improve the brand and social influence, will be for the enterprise to bring the rolling source of customers and financial resources. This will help to strengthen the company's reputation, improve its brand and social influence, and bring the company a steady flow of customers and financial resources.

2 core staff relationship management

Core staff leaving the company has a great value, in order to better manage them, to play their value, the enterprise should be its relationship management, that is, in the core staff formally left the company, they are still regarded as a part of the enterprise's human resources, pay attention to their career development and dynamics, keep and maintain the relationship with them. The company has to manage the relationship with them.

2.1 Relationship Management for Departing Employees at Leading Companies

2.1.1 McKinsey & Company - Creating a Directory: All in One Place

The McKinsey consulting firm views employee departures as McKinsey managers know that as these departing consultants develop their careers, they will become potential clients of the company, forming a large resource. The investment that McKinsey has been making in nurturing its network of graduates across all industries has proven to be a huge return for the firm.

2.1.2 Hewlett-Packard - handshake: accompanied by a "dowry"

Hewlett-Packard (U.S.) has a subsidiary to deal with the employees who jumped ship is: do not point fingers, do not force to stay, and simply let go. forced to stay, sharp release, shake hands and say goodbye. A person who left HP to go out and start a business said: HP spends a lot of money each year on talent training, some people come to HP is to plating, learning the skills to be sold. In this regard, the company's management believes that people are willing to come, that HP has a great attraction; people want to go, strong stay will not feel at ease. To take a step back, some of the best talent to go outside the service, but also HP's contribution to society, in line with the HP has always insisted on the "mutual victory" spirit.

2.1.3Bain Corporation - the heart of the matter: people leaving the heart of the company

Bain Corporation has set up a special director of the old employee relationship management, the use of the former employee relationship database, tracking the career changes of the employees who left the company, not only includes information on their career changes, and even includes the information of their career changes, and even the information of their career changes. The company's former employee relationship database is used to track the career changes of departing employees, including not only information about their career changes, but also details such as marriages and births. The company created an "Alumni Network" in 1985, where "alumni" receive frequent updates to the alumni directory, invitations to company events, and biannual newsletters about the company's long-term growth, professional accomplishments, and alumni's personal achievements. At the same time, Bain helps these "alumni" in any way it can so that they can achieve even greater success in their careers.

2.1.4 Motorola - not forgetting the past: the good horse back

Given that former employees are already familiar with the corporate culture, the company's business, compared to new employees can reduce recruitment and training costs, Motorola attaches great importance to the return of the good horse, to which a set of very scientific and complete "good horse". A very scientific and complete "rehire" system. The purpose of "rehire" is to provide job opportunities to former employees who have the working knowledge and skills needed by the company. In order to encourage "core talent" to return, the company has developed a system of calculating the number of years of service.

2.1.5 NLM - Sincerely retaining and focusing on development

NLM generally retains employees who want to leave, but also respects their choices. The company will talk to them to understand their reasons for leaving and their views on the company, and at the same time, the company will often keep in touch with them to care about their development and direction. The company believes that many of the employees who leave are very good and capable people, and that keeping in touch with them will bring new resources to the company.

2.1.6 IBM - enthusiasm remains, welcome back

IBM for employees who left, still keep a list, human resources managers will often keep with their ` communication, chat, listen carefully to their valuable opinions, and care about their work after leaving IBM. Concerned about how well they do after leaving IBM, want to come back, and not because they left IBM and cold to them, in this culture, many of the original employees who left and returned to IBM, and came back to do a very successful. IBM believes that employees who leave from IBM to go out and do a few years after they will learn something, and if they are willing to go back to IBM, the company's door is always open, and they will add new value. They would add new value.

2.1.7 Intel - no formality, encouragement to come back

Intel's recruitment is not confined to the form and the object, the heart is big, broad-minded, and open to talent. For every person who leaves the company has a chance to repeat employment, and for the good employees who leave, the company encourages them to come back and continue to work.

2.1.8 Nortel Networks - Keeping in touch and attracting 'returners'

People who resign from Nortel Networks are very welcome to come back to Nortel, if they did not do so for reasons that violated the company's system. They are welcome to come back to Nortel. In order to attract the best employees back to Nortel, the company has a special "return" policy.

2.2 Departure of core employee relationship management

Departure of employee relationship management refers to the establishment of a database of information on departing employees, maintaining long-term and stable contact with departing employees, and enabling them to create value for the development of the enterprise through two-way exchange of value and personalized communication. The implementation of the perfect separation of employee relationship management is an effective way to play the value of the departing employees to the enterprise. Drawing on the experience of well-known companies, the relationship management of departing core employees should be done in the following aspects.

2.2.1 Respect for core employees, and maintain good relations with them

Respect for the psychological feelings of core employees is a problem that managers must pay attention to. In the process of employment relationship dissolution, the attitude of the enterprise to treat the departing core employees will not only have an impact on these employees, but also directly affect the mood of the incumbent employees. If the company is rude or disrespectful to the departing core employees, then the current employees may think that the company cannot be trusted, and the relationship between the employees and the company may not be as harmonious and close as the company expects. Not only that, whether the company can properly handle the relationship with the departed core employees will also affect the company's reputation in the external labor market, thus affecting the company's ability to attract good job seekers.

2.2.2 Establishment of a regular interview system

The first exit interview is conducted when the core employees leave the company, with the purpose of eliminating their negative emotions towards the company; understanding their evaluation of the company's current management style, corporate culture, and the validity of the current incentive system; and understanding their views on the company's working environment and internal interpersonal relationships.

In addition to the first exit interviews, companies should leave the core staff and regular exchanges, in the capacity of a friend in a variety of relaxed occasions, the content of the conversation as broad as possible, with the flexibility to include corporate strategy, pay system, market information, industry dynamics and other aspects. The use of departing employees interview record card, the content of all interviews with a standardized document form to save, easy to do periodic statistics, analysis and improve human resources management.

2.2.3 Do a good job of career guidance for employees to help them find a sense of security

Companies should leave the core staff personality traits, interests, career needs, their strengths and potential to make a correct evaluation, to help clarify their career development blueprint. This is a very effective way to find the right place for employees to get employed again, increase their sense of security in the workplace, and deepen their feelings about the company.

2.2.4 Maintain long-term stable contact, personalized communication

After the core staff formally left the enterprise, should maintain close contact, timely inform them of the new situation and development trends of the enterprise, and their development in the new enterprise to do tracking records, the formation of the core staff leaving the information base. The establishment of the departed core staff relationship network, according to the different backgrounds of the staff to the staff subdivided, and tailored to provide them with the most to their taste of information, so that they feel the care from the original company, still retain a sense of belonging, such as inviting them to participate in the company's festivals, regularly send the company's publications, and so on. On the one hand, this makes the departed core employees feel respected and willing to dedicate their talents to the company; on the other hand, making track records of the departed core employees enables the company to get in touch with them as soon as they are needed, which saves the search cost. This establishes a positive interpersonal interaction between the organization and the departed core employees, achieving a win-win situation.

2.2.5 Establishing a system for rehiring departed core employees

Many multinational corporations believe that former employees are more familiar with the company's culture and business than newcomers, and that lowering the cost of recruiting and training compared to new employees will bring more new experience to the organization, which will bring positive factors for the company's multiculturalism, and the core employees will also be able to contribute to the company's development and growth. This brings positive factors to the multiculturalism of the company, and even more so to the core employees. The practices of those well-known companies are worthwhile for developing Chinese companies to learn from.

3 Conclusion core employees hold important information and secrets of the enterprise, its departure will undoubtedly bring great losses to the enterprise, and the enterprise has to worry about the leakage of its secrets, but if the enterprise can fully recognize the value of the core employees leaving, when it leaves the open mind and enough courage, and can learn from the well-known companies in the management of the departure of employees in the practice of learning their management ideas and concepts, the establishment of the enterprise's own relationship with the departure of the company's employees. Idea, the establishment of the enterprise's own separation relationship management mechanism, the core staff after leaving, not only will not disclose the secrets of the enterprise, but also for the growth and development of the enterprise to provide great help.