Handling Goodbyes

Hold on to your pants, your key staff has just tendered his resignationyour worst nightmare as a manager! Once the dust settles and the panic subsides, you begin to ask yourself, what next?

Staff retention is a major problem in the current job market in Singapore. Our economy is doing well; our job market is red hot. Como resultado, new job offers are becoming increasingly more irresistible. At some stage, someone you work closely with — be it your staff, your boss or a fellow team member — is going to hand in that dreaded letter to HR. Handling resignations with tact and grace is no longer merely a desirable quality, but an essential corporate skill today.

We do have some general strategies to deal with resignations. The first step is to assess the motivation behind the career choice. Is it money? Si es así, a counter offer is usually successful. Counter offers (both making them and taking them) are considered ineffective and in poor taste. Al menos, executive search firms insist that they are. Pero a continuación,, they would say that, wouldn’t they?

If the motivation behind the resignation is the nature of the current or future job and its challenges, a lateral movement or reassignment (posiblemente combinado con una contraoferta,,en,puede ser efectivo,,en,Si todo falla,,en,entonces es hora de decir adiós,,en,amigablemente,,en,Es de vital importancia mantener esta amicabilidad.,,en,Un hecho a menudo perdido en jefes y departamentos de recursos humanos.,,en,Comprensiblemente asi porque,,en,en el momento en que las negociaciones de contraoferta fracasen,,en,Hay suficiente amargura en ambos lados para agriar la relación,,en,Deja de lado esos sentimientos heridos y sonríe a través de tu dolor,,en,para que tus caminos se crucen de nuevo,,en,Puedes volver a contratar a la misma persona,,en,Usted puede terminar trabajando con él / ella en el otro lado.,,en,Recupere lo poco que pueda por el bien de una red positiva,,en,El nivel de amabilidad depende de la cultura corporativa.,,en,Algunas organizaciones son tan cordiales con los empleados que desertan que casi fomentan la deserción.,,en,Otros tratan a los traidores como solía hacer el ejército.,,en) can be effective. If everything fails, then it is time to say goodbye — amicably.

It is vitally important to maintain this amicability — a fact often lost on bosses and HR departments. Understandably so because, by the time the counter offer negotiations fail, there is enough rancor on both sides to sour the relationship. Brush those wounded feelings aside and smile through your pain, for your paths may cross again. You may rehire the same person. O, you may end up working with him/her on the other side. Salvage whatever little you can for the sake of positive networking.

The level of amicability depends on corporate culture. Some organizations are so cordial with deserting employees that they almost encourage desertion. Others treat the traitors as the army used to — Con la ayuda de un pelotón de fusilamiento.,,en,Ambos extremos vienen con sus peligros asociados.,,en,Si eres muy cordial,,en,Sus empleados pueden tratar a su organización como un trampolín.,,en,concentrándose en adquirir solo habilidades transferibles,,en,En el otro extremo,,en,Si desarrolla una reputación de barreras de salida severas en un intento de desalentar a posibles traidores,,en,También puede resultarle difícil reclutar a los mejores talentos.,,en,El enfoque correcto se encuentra en algún punto intermedio,,en,como la mayoría de las cosas buenas en la vida,,en,Es una elección cultural que una organización tiene que hacer.,,en,Pero independientemente de donde se encuentre el equilibrio,,en,La resignación está aquí para quedarse.,,en,y la gente va a cambiar de trabajo,,en,como lo dice el cliché,,en,es la unica constante,,en,En un mercado global que exige cada vez más personalización y estructuración.,,en.

Both these extremes come with their associated perils. If you are too cordial, your employees may treat your organization as a stepping stone, concentrating on acquiring only transferable skills. On the other extreme, if you develop a reputation for severe exit barriers in an attempt to discourage potential traitors, you may also find it hard to recruit top talent.

The right approach lies somewhere in between, like most good things in life. It is a cultural choice that an organization has to make. But regardless of where the balance is found, resignation is here to stay, and people will change jobs. Cambiar, as the much overused cliche puts it, is the only constant.

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