Reasons for technicians to resign?

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Technicians are a special group; HR professionals often say that it’s difficult to communicate with them – what on earth are they thinking? HR professionals are even more confused by the departure of technical staff. There is a common phenomenon: in cases of technical staff leaving, almost no one in the departments or managers directly responsible for handling such situations receives accurate information or answers. Even if certain reasons are widely circulated, they may still not be true. This serves as a reminder to managers at all levels to avoid being blinded by superficial appearances. 1. The primary factor in compensation is the salary itself. I don’t know which damn person did the statistics and then went so far as to publish them, claiming that the proportion of people leaving their jobs due to salary issues is very low, less than 30%. I really don’t know how their investigations are designed How are questionnaire questions designed? Although leaving the job due to salary is not the top factor, it is still a factor that ranks quite high. Salaries are primarily meant to reflect fairness with regard to an individual’s market value. In some traditional industries, it’s hard to understand: if my salary is not lower than that of my competitors, why do people still leave their jobs? Remember, you’re competing against the entire societal environment; not everyone adheres to the principle that \"women should not marry recklessly, and men should not change careers blindly.\" They can certainly move to other high-paying industries. Although in most cases it is they who end up suffering as a result, it’s a situation where killing a thousand enemies comes at the cost of injuring eight hundred of your own people – there’s nothing you can do about it. In society, there are employees who move from the mobile phone industry to the medical device sector, as well as those who switch from the medical device industry to the mobile phone industry. A person who earns 4,000 yuan per month in the mobile phone industry would earn around 3,000 yuan in the medical device industry. 2. People in psychological and emotional support roles place great emphasis on emotional feelings; therefore, their feelings cannot be easily hurt, and they deserve respect. They must not feel that their managers consider them unimportant. Some business owners who grew their companies from small beginnings behave in this way, and as a result they can only work in non-technical fields – it is impossible to succeed without learning to respect others. There are many types of psychological sensations. Some of the factors mentioned below overlap to some extent with this one; psychological feelings represent a general concept that encompasses many specific details. 3. The aspect of fairness is often mentioned in many articles, with it being said that many people leave their jobs because of this, but personal experience does not necessarily agree with this. The feeling of unfairness, when salaries fall below what people consider fair, can lead to resignation. However, the underlying reason for leaving is not fairness per se, but rather the issue of salary competitiveness mentioned earlier. Technicians with a few years of experience are not foolish; a monthly salary of over 10,000 is indeed somewhat unfair. But so what? After all, it’s not possible to offer such high salaries everywhere, and generally they will endure and continue working. Therefore, leaving a job should not be considered a core factor; unless your company sets salaries based on the minimum level required, in which case extra care is needed, as fairness could become the final straw that breaks the situation. However, when salaries are more competitive, although unfair treatment does not lead to resignation, it does result in a lack of motivation, which is also quite concerning and requires special attention. 4. Sad technicians are generally meticulous and have a strong sense of self-esteem; they place emphasis on psychological feelings, as already described in point 2. Therefore, among technical personnel, there are those who are extremely loyal. It is said that the higher one’s educational level, the lower their loyalty, but this does not apply much to technical staff; they have a mindset of being willing to die for those who understand them. One must never try to use sales tactics or clever tricks on technical personnel. Many executives or bosses with a background in sales make such mistakes, thinking they are smart when in fact they are extremely foolish. Once technicians sense your sincerity, they will go to great lengths to help. It is relatively difficult for salespeople without a technical background to do this. Once a technician becomes sad and disappointed, he turns a blind eye to other temptations; he will do things that result in losing as much as gaining. Therefore, under normal circumstances technicians are rational, but when they are sad, their emotional intensity is no less than that of Li Kui from the Water Margin. The only thing that can solve this problem is genuine sincerity from the heart – any action taken out of a sincere concern for the other person, as long as it makes them feel that sadness can be avoided. The most common reason for such things to happen is that bosses or executives have an excessive sense of psychological achievement; they act as if they are emperors, invulnerable, and treat their subordinates as if in a play. Bosses who read this might scoff at such behavior, thinking that technicians are overly pedantic – that nothing serious will happen if they leave their jobs, and that what’s really scary is having one’s heart elsewhere while remaining in the organization. Aren’t there many cases like this? It’s a pity that few leaders have truly reflected on their own character. 5. Idleness usually occurs in small companies, or in new departments or restructured departments within large companies. When things are not yet organized properly, or when the department heads are incompetent and do not know where to start working, the leaders lose direction while the employees feel bored. They worry that their skills will not improve, and that they will lose competitiveness if this continues, so they decide to leave. The solution is quite simple. First, change the leader – find someone with vision to take charge, or send them for training; invite consultants and experts to guide the work and get things moving. The greatest motivation for employees is the opportunity to develop their organization and business ； Secondly, assign employees some miscellaneous tasks to do, even if they are not directly related to their work or involve training; when Huawei hires thousands of new employees at once and is unable to accommodate them all, it resorts to paid training programs that can last up to a year – this is the solution used in such situations. There is one situation that requires special attention here: new graduates, whether undergraduates or postgraduates, are assigned a position for which there is actually a lot of work to be done, but they don’t know what that work entails. This is quite problematic. The main reason companies are reluctant to hire newcomers is this – they don’t know what they don’t know; even when explained to them, they still don’t understand, and moreover, they tend to be overconfident. These are mostly issues related to the employees themselves. There must be something contemptible about pitiful people. It’s sad that college graduates can’t find jobs, but their performance at work is indeed poor. The solution is to provide training in specific skills, rather than engaging in motivational training that only fills employees with enthusiasm while leaving them confused. 6. Poor leadership – incompetent leaders who give misguided instructions, those with poor character, weak professional skills, and bad tempers, can all cause employees to leave the organization. The article claims that 80% of employee departures are related to direct supervisors, but it’s unclear where they conducted their survey and on whom; the percentage is definitely not that high. This matter is quite complicated; after all, frontline managers also need to consider the interests of the company. Often they end up taking the blame for others’ mistakes. When it comes to company policies, managers have no choice but to act as if they are the bad guys, and out of professional duty they must swallow their grievances. Technicians disapprove of the bosses they look down on, especially those who pretend to be experts. As a supervisor, even if you are truly expert, you need to be cautious; when subordinates disagree with you, they may assume that you aren’t actually an expert. 7. The topic of excessive pressure is somewhat off-topic for this article; all the other points discuss factors that lead to leaving a job, but this one is not such a factor – rather, it’s a factor that prevents people from leaving. Technicians enjoy challenges, and they feel valued when given difficult tasks, which makes them happy. No one wants to be a deserter and face contempt; technicians place particular value on this reputation. On the contrary, when there is no pressure for a long time, one has to be careful as there might be a tendency to quit. 8. Failing to recognize one’s own strengths. We all know that not every good technician is suitable to be a manager. Unfortunately, the person in question may not think so; even if they are indeed poor at managing, others may see that, but they themselves might not realize it. In such cases, if someone else is hired, they will leave, but if no one is replaced, the team will continue to be ruined by them – and that’s when things really get difficult. Many training sessions suggest establishing a dual-track promotion system so that experienced technical staff can enjoy the same benefits as managers. Those who say this don’t know what school they graduated from. From my own experience, many technical professionals aren’t after money; they just want the authority to manage people. People desire what they lack the most; therefore, it are those with great managerial talent who treat management positions in a casual manner. They act as organizers in any situation, thus having frequent opportunities to experience the feelings associated with managing an organization. They tend to view office management roles as unimportant. Those unsuited for management cannot stand out in informal organizations, and it is precisely this aspect that they pursue. 9. There’s no reason – they just want to dance. This is a characteristic of such people; there’s no specific reason for it, just like with Gypsies. They are quick-witted and intelligent, and make great friends in society, but they can’t stay in one place for long. There’s no good solution; such people tend to be annoying even when they’re their own bosses. Just give up. Such people are characterized by their preference for traveling alone, strong work capabilities, and a liking for tasks that are assigned in a straightforward manner. 10. Worry about the future: For individuals working in companies, both mental and physical energy are limited. If one dedicates their best years to the company only to find that there is no security for the rest of their lives, it is impossible for such individuals to work with peace of mind. This situation is common among older employees with more experience in companies, as well as those in senior positions. Having reached a ceiling in their careers and having resolved their financial concerns, they start to think about what to do in the future. Such people generally have high aspirations and possess independent leadership skills; \"once technical staff or salespeople begin to consider strategic issues, it’s not long before they become independent.\" The solution is to offer shares, but this is also difficult to implement; after all, if too few shares are given, they won’t be interested, while if too many are given, it creates problems due to the large number of people involved. The only option is to establish a system that isn’t dependent on the retention of experienced employees, so that no single person becomes the cornerstone of the company, though this will result in higher labor costs. Some companies that sell expertise adopt a \"partner\" model, while those operating in a chain format use franchise systems; both are effective ways of forming alliances and securing key resources. The above reasons for leaving are common among technical personnel; in particular, some of these factors are controversial and represent different opinions from others. I’m not sure whether they are true. Although I have practical experience as a technical professional, I believe in the importance of diverse viewpoints so that bosses and managers can make informed decisions and work with peace of mind, while technical teams can strive hard to drive the company’s success. In conclusion, it can be said that among entrepreneurs in the United States, there are far more technicians than salespeople. As China’s economy develops, the trend of entrepreneurship led by salespeople will eventually fade away, and a trend of entrepreneurship driven by technicians will take its place. Therefore, it is important to pay attention to the factors that might cause technicians to leave their jobs from now on; this will bring only benefits to companies, as technicians will face more opportunities and temptations. What lies ahead is indeed the spring for technical entrepreneurs. Source: Internet