Employee turnover has always been a difficult problem for small and medium-sized enterprises. To reduce employee turnover, we must start by studying why employees leave. Employee resignation, especially that of long-serving employees, is in most cases actually a lose-lose situation. The company loses key personnel familiar with its business and culture, loses business continuity, new business opportunities, customer resources, cultural inheritance, and even the morale of current employees, bringing risks of negative information spread, business handover issues, and new employees' incompetence, increasing various human costs such as separation, recruitment, and training. For the employee, the outcome is not always better either; they face unknown risks such as not adapting to the new job, cultural mismatch, lack of friends, difficult colleague relationships, reduced benefits, and having to re-earn promotion opportunities. Only in a few cases is it a win-lose situation (the company wants the employee to leave, or the employee improves in all aspects at the new company), and win-win situations are even rarer. Most employees resign only when they can no longer tolerate the situation, taking this drastic lose-lose step to regain inner balance. So why don't companies seriously study why employees leave? Resignation is not the initial stage of employee dissatisfaction but the escalation stage. That is, employees have been dissatisfied with the company for a long time before resigning. They first become bored, then unhappy, then dissatisfied, then complain, and finally complaints intensify until they can't bear it anymore. This is a rational decision made after long-term psychological struggle, not a momentary impulse. They weigh pros and cons, consider gains and losses, and consider life needs and other aspects. For this reason, conducting exit interviews hoping to retain employees is almost never successful. Analyzing the reasons for resignation by level, the reasons for frontline employees, middle managers, and senior managers are mostly different. Later, we will specifically discuss how to use and retain people by level. Just from the length of tenure, employees entering the company: ◎ Leave after 2 weeks: related to HR onboarding communication; ◎ Leave within 3 months: related to inability to adapt to the work and the work content itself; ◎ Leave within 6 months: related to the direct supervisor; ◎ Leave around 2 years: related to corporate culture; ◎ Leave after 3-5 years: related to limited promotion space; ◎ Leave after more than 5 years: related to boredom and imbalance in progress speed. In fact, each time period contains many aspects. For the first two situations, I'll just touch on them briefly; HR should know what to do. 1. Leaving after 2 weeks of employment Leaving after two weeks indicates that the new employee's actual perception (including first impressions of the company environment, onboarding training, reception, treatment, systems, etc.) differs greatly from expectations. What we need to do is to explain the actual situation as clearly as possible during the entry interview, without hiding or exaggerating, so that new employees can objectively understand their new employer, avoiding a huge psychological gap. Don't worry that the newcomer you're about to get won't come; those who should leave will always leave. When encountering problems, search the public account "Human Resources Psychology" on WeChat, then systematically review the entire onboarding process, including recruitment, notification, reporting, onboarding training, and handover with the hiring department, fully considering the newcomer's feelings and inner needs, and systematically plan and introduce, making newcomers feel respected and valued, and letting them know what they want to know. 2. Leaving after 3 months of employment Leaving after 3 months is mainly related to the work itself. There are involuntary departures, but here we only discuss voluntary ones, indicating that there are some problems with our job design, responsibilities, qualifications, and interview standards. We need to carefully review which aspect is the cause to remedy it in time and reduce ineffective efforts in the recruitment process. 3. Leaving after 6 months of employment Leaving after 6 months is mostly related to the direct supervisor's leadership, i.e., the manager effect—the biggest factor influencing whether an employee achieves excellent results is their direct boss. The HR department should find ways to let company managers receive leadership training, understand and master the qualities basic to leadership. Managers should understand subordinates' strengths and match them with job responsibilities to maximize utility for the company and also let employees realize their value. An excellent manager is a coach; they have the obligation and responsibility to discover potential and strengths, cultivate subordinates, and become an important driving force for subordinates' success. Changing a leader in the same department can produce completely different results; the same group of employees may perform in opposite ways—one team may be full of fighting spirit and passion, while another may lead to widespread complaints, team disintegration, and frequent resignations. The direct supervisor should be the first to understand subordinates' various trends and tendencies. A single sentence from them can solve a problem or create conflict. If not handled well, team morale drops, combat effectiveness declines, and a vicious cycle begins. Therefore, for teams with many employees leaving within one year, pay attention to whether the direct supervisor has problems. 4. Leaving around 2 years Leaving around 2 years is related to corporate culture. By then, employees generally have a complete understanding of the company, including various ways of handling things, interpersonal relationships, human environment, authorization, career development, and even company strategy and the boss's hobbies. Companies with good corporate culture will conduct a comprehensive assessment of candidates' values during recruitment, hoping new employees can integrate into the company culture and contribute to its continuous optimization. Companies with poor corporate culture do not have high requirements for candidates' values; they often only assess one-sidedly, hoping they can purify and improve the cultural atmosphere, but this backfires: First, their own value orientation may be problematic or flawed; second, even if their values are positive, one person's strength cannot compete with a long-formed atmosphere; third, new employees try hard to integrate into the team and appear less isolated, so they are more easily assimilated. When company culture conflicts with new employees' values to a certain extent, even reaching a critical point or breaking principles, the relationship breaks, and resignation becomes inevitable. As a company, we should reflect on ourselves daily, be aware of negative factors within the company. Regardless of size, a good working atmosphere is needed to make employees happy. 5. Leaving after 3-5 years Leaving after 3-5 years is related to career development. When employees cannot learn new knowledge and skills, salary increase space is limited, and no higher positions are available, the best solution for employees is to change jobs. But for the company, employees at this stage should be the most valuable, and their departure is a significant loss. Therefore, based on the different needs structures of different types of employees, design reasonable career development paths; understand employees' psychological dynamics, listen to their voices; research the job market supply and demand, proactively adjust salary and position design. When encountering problems, search the public account "Human Resources Psychology" on WeChat. Our purpose is to retain employees; other policies can be flexibly adjusted according to the situation. 6. Leaving after more than 5 years Employees with more than 5 years of tenure have increased tolerance. At this point, resignation is on one hand due to career boredom; we need to give them new responsibilities and more innovative work to stimulate their enthusiasm. On the other hand, it is due to the mismatch between personal development and company development speed. Whoever develops slower becomes the eliminated one. If employees neglect learning and stagnate, the company will inevitably alienate and neglect them; if the company develops too slowly, employees' upward space is blocked, and for those with strong career ambitions, seeing no new hope, they will inevitably seek other opportunities. The above are the main reasons for resignation from the perspective of tenure length. Specific judgments should be made based on actual circumstances, and adjustments should be made in time to keep the turnover rate at the lowest, minimizing the company's losses. -END- Content Selection Reply with the following keywords to search and read related articles: Sales Supervisor, Second-tier Management, Regional Manager, Distributor Management, New Channels, City Manager, Competition, 2015, Manufacturer-Dealer Game, Product Slow Sales, Terminal Visit Management, Route Management, Deep Distribution, Internal Management, Sales Skills, Profit Improvement, Recruitment, Distribution, Daily Management, Team Motivation, Trade Promotion, Sales Misconceptions, New Product Launch, Township Market, New Product Pricing, Sales Target Achievement, Closing Deals, Market Visit Inspection, Baijiu, Beer, Sales Increase, Agency Products, Channel Crossing, KA, Terminal Merchandising, New Market, Market Operation, Learning, Book Recommendations, Inventory Management, New Salespeople, Consumer Promotion, Execution, Old Products, Expired Product Handling, Model Market, Investment Attraction, New Media, Distributor Development, Performance Appraisal, Assessment, Annual Planning, Shopping Guide, Morning Meeting, Display, Transformation, Stock Pressure, Holidays, Distributor Cost Control, Channel Operation, Marketing Theory and Laws, Brand Truth, Order Meeting, Team Management, Training, Debriefing, Debriefing Report.