Published on Wednesday, Jul 23, 2008
Then again, irrespective of routine turnover or the resignation of a key member, it is the management’s responsibility to handle the departure carefully.
Here’s how:
Operation: Retain
If it’s one of your best employees and you want to keep him on board, openly discuss his reasons for leaving and inquire about what you can do to get him to change his mind. Probe the underlying issues, grievances or conflicts and be willing to accommodate reasonable requirements and commitments. At times, a counter-offer, raise, promotion or additional benefits can do the trick. But, if he refuses to budge, do not pressurise him unduly; be gracious and let him go.
Notice period:
If the resignation was tendered vocally in the heat of the moment, it is imperative to get it in writing, as a verbal ‘I quit’ is not considered official. The next task is to settle on the notice period. A two-week notice is generally mandatory where the departing employee can wind up his projects, train his successor and hand over responsibility. But it has been noted that ‘lame duck’ employees are generally not motivated and often careless too. In fact, their very presence can be disruptive to others. As the period between notification and departure is a difficult time for employer and employee, the shorter the notice the better. You can choose to alter the notice period to fewer days or even ask the employee to leave immediately (this depends on company rules). You may have to pay him for the time, but it’s worth it, especially if potential tensions are brewing. Meanwhile, a peeved resignee may try to sabotage tasks or steal intellectual property. Do take appropriate steps to either monitor or eliminate his access to privileged information.
Office grapevine:
You may have no hard feelings for the employee who is moving on to a better opportunity, but what about the backlash among the rest of the staff. The rumour mills work overtime over why an employee is actually leaving – management problems, company in doldrums or even pending layoffs. Particularly, the resignation of a popular employee can dampen morale, sow seeds of dissent and even cause others to follow suit.
You cannot afford to carry on like nothing happened. Discuss the announcement of the departure with the employee, if appropriate. HR can make a brief statement giving a logical and succinct reason along with details about the replacement or reassigning of work, else let the employee personally tell his co-workers and clients about the resignation.
A good goodbye:
Often, departing employees grumble that their last day on the job leaves a very sour taste in the mouth. Managers either sulk or simply ignore the departing employee as if he has already left. What they fail to realise is that leaving the employee with a bad final impression can mar the relationship forever. You not only lose the chance to rehire him, but disgruntled employees may even spread the word about the abysmal conduct.
Manage the last day’s activities well - be cordial, respectful and let him go without any conflict or ill will. Conduct the exit interview and clear all his dues with a final pay check. Give him the time to say goodbye to his friends, co-workers and mentors.
Finally, graciously thank him for his contribution and wish him well for the future while reinforcing that he will be welcome back.
You can give him a farewell party, luncheon or simply deliver a heartfelt thank you note. Whatever you do, be sensitive and tailor the ‘going away’ to individual employee needs so as to part on good terms. As writer Robin Kessler remarks, “The way a company handles an employee’s last day on the job will be remembered - by that individual and other employees. Ensuring each employee’s ability to leave a job with dignity - and with a positive last impression - will pay immeasurable results!”
PAYAL CHANANIA
No comments:
Post a Comment