Few lessons from my past life as a leader around employee exit. It took some time, but I accepted some points as hard facts
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If an employee stays above 24 months, they are doing a favour to company.
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If an employee is going out, respect the decision, facilitate the transition, avoid dragging the feet, hammer out the transition plan and act on it with time to spare. Give them some time and space for themselves.
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Keep notice period as minimal as possible. Try to actively work towards giving early release.
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Actively work towards negating the single point of failures in system. This will help you with points 2 and 3. This is to be followed always, not just when employees resign.
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Don’t be bitter about them choosing someone else. (remember point 1 and 2). Keep in touch; industry is small. You don’t know when they refer good people to you or you need them to refer you in their org.
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Avoid invasive questions (which firm, what package), a person has taken decision after some thinking, appreciate and respect their intelligence and don’t put your own expert commentary on it. Accept and move on. (unless they specifically ask in which case give honest unbiased inputs)
I don’t enjoy negotiating salary at the entry. I as well don’t enjoy negotiating at exit. If an employee wants to talk, they talk, but if they already put the papers down (emails sent out) then the only way forward should be a graceful exit, In my humble opinion.
In parallel, you should be on a lookout for newer talent always, so if the time comes to say goodbye to someone, you should already have a few names in your back pocket to fill the gap. (remember point 4)
Also, take these with a pinch of salt. I based this on personal experience. Your milage may vary a lot. These pointers helped me, sharing, so it might help someone else as well.
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