The best employees often leave first, but not because of money

　　Retaining good employees may seem difficult, but it is not true. Most of the mistakes made by many managers can be avoided, but once managers make mistakes, the best employees often leave first because they have the most choices.

　　If a company cannot let good employees devote themselves to their work, it will not be able to retain good employees - this should become common sense, but many people still don’t know it.

　　The departure of good employees is not unexpected. In fact, their interest in work is gradually exhausted.

　　Some foreign scholars have spent a lot of time studying this phenomenon and called it the phenomenon of "power weakening". Excellent employees are like dying stars, and their passion for work is slowly decreasing.

　　"'Electricity weakens' is different from shutting down, because the employees are not in a serious crisis, they seem to perform well: they invest a lot of time and work efficiently with people to complete tasks, and the conference speech is impeccable. But at the same time, they are silently suffering from constant blows. As you can imagine, they have to leave in the end."

　　In order to prevent "power weakening" and retain top talents, companies and managers must recognize which of their practices have led to the slow decline of employee passion. The following eight practices are the most harmful. If you want to retain good employees, you must avoid:

　　1. Make a bunch of stupid rules

　　Of course, companies need rules and regulations, but they must not formulate short-sighted and careless rules and regulations to try to establish order in this way. Whether it is an overly strict attendance system, deducting employees' overtime pay, or even just a few extra regulations, it may drive people crazy.

　　If a good employee feels that the "big brother" is always looking at him, he will feel too much pressure and choose to change jobs.

　　2. Treat employees without discrimination

　　Although the method of treating everyone equally is suitable for school education, it is not suitable for use in the workplace.

　　For excellent employees, this means that no matter how good they perform, they are treated the same as fools who can only clock in and get off work.

　　3. Tolerate bad performance of employees

　　It is said that the level of a jazz band depends on its worst musicians. No matter how good the other players are, the audience hears the worst musicians' performances, and in the workplace.

　　If the company does not punish poor performers at all, they will drag down other employees' performance, especially the best employees. If the manager lacks emotional intelligence and cannot effectively deal with the problem of bad performance, this kind of situation will occur.

　　4. Not sure about the performance of employees

　　Managers tend to underestimate the power of praise, especially their role in excellent employees who need incentives. Everyone loves honor, especially those who work diligently and devote themselves to their work, rewarding their personal contributions, which shows that managers attach importance to it.

　　Managers need to communicate with employees to find out their respective reward methods to reward them for their good work performance.

　　5. Don't care about employees

　　More than half of the employees left the job because of poor relationships with their bosses. A smart company will ensure that its managers know how to be both professional and humane.

　　Such managers will be proud of the success they have achieved, understand the difficulties they have, and will also allow employees to accept various challenges, even if the process will be painful.

　　If the boss never really cares about the employees, the flow of personnel under his command will be relatively high. No one is willing to devote more than 8 hours a day to a boss who only knows how to give orders and only cares about his performance.

　　6. Do not describe the company's development blueprint for employees

　　It seems very efficient to assign tasks to employees constantly. However, for excellent employees, unclear about the company's blueprint may be the main reason for their resignation.

　　Excellent employees are willing to undertake greater workloads because they really care about their work, which must be valuable.

　　If they don’t know what their value is, they will feel alienated and feel that they are in a direction. They don’t feel their own value in this company, and they will look for value elsewhere.

　　7. Employees cannot pursue their hobbies

　　Google stipulates that employees invest at least 20% of their time to do "thing that they think is most beneficial to Google." These hobbies have spawned excellent Google products such as Google Mailbox and Advertising Alliance, but their biggest role is to cultivate highly focused Google employees.

　　Employees with outstanding talents are often full of enthusiasm, giving these employees the opportunity to pursue their hobbies, which can improve their work efficiency and satisfaction with their work, but many managers limit their employees' work scope to a small space.

　　Such managers are worried that if employees are allowed to expand their attention and pursue their interests and hobbies, their efficiency will be reduced. This concern is purely redundant.

　　Research shows that if an employee can pursue his or her hobbies at work, his or her brain will always be in an excited state, and his or her efficiency is five times that of normal efficiency.

　　8. No fun in work

　　If the employee is bored, this is the manager’s problem. If employees are unhappy, they cannot devote themselves to their work.

　　Fun is the main force in resisting “power reduction.” Good companies will be clear: it is important to let employees relax properly. For example, Google does everything possible to make work fun, such as free meals, bowling alleys, fitness classes, and more.

　　Google's intention to do this is simple: if the work is fun, employees will not only perform better, but will also be willing to work longer, and even use it as a long-term career.

　　In short, when faced with employee turnover, managers often complain about the world but ignore the crux of the problem - employees are actually not leaving their jobs, but leaving their boss and the company.