Dear all,
Am in the process of retaining the senior prof who has put in the papers and the Management wants to retain him.
i have some ideas/thoughts to deal with this situation and would write on this once the process over..hope am successful in my endevour.. :)
Would request for the tips/ideas from you all please..
Have a great day!!
Regards,
Rajat
From India, Pune
101Am in the process of retaining the senior prof who has put in the papers and the Management wants to retain him.
i have some ideas/thoughts to deal with this situation and would write on this once the process over..hope am successful in my endevour.. :)
Would request for the tips/ideas from you all please..
Have a great day!!
Regards,
Rajat
From India, Pune
Hello Rajat,
It would have been good if you would have discussed your strategy here irrespective of whether it works or not.
However, the whole effort lies in identifying the core reasons that he is leaving your organisation for. The root cause analysis will help you in taking suitable efforts in retaining him.
His age, his family, economic factors, org structural factors, what does his role demand, what does his position demand, office/power politics, if he needs a sabatical (it's better for a good staff to be away from work for couple of weeks rather than loosing him (but i dont know what is your company policy on sabatical), or if he wants to pursue his interests in a particular field then he could be allowed some time off for such reasons at the same time not affecting the work. He could be given a consultant kind of role if he is very senior rather than involving in day to day activities.
Unless you give the total background, it is difficult to suggest any particular tip. However, all the best.
SAI_KIRAN
From India, Hyderabad
It would have been good if you would have discussed your strategy here irrespective of whether it works or not.
However, the whole effort lies in identifying the core reasons that he is leaving your organisation for. The root cause analysis will help you in taking suitable efforts in retaining him.
His age, his family, economic factors, org structural factors, what does his role demand, what does his position demand, office/power politics, if he needs a sabatical (it's better for a good staff to be away from work for couple of weeks rather than loosing him (but i dont know what is your company policy on sabatical), or if he wants to pursue his interests in a particular field then he could be allowed some time off for such reasons at the same time not affecting the work. He could be given a consultant kind of role if he is very senior rather than involving in day to day activities.
Unless you give the total background, it is difficult to suggest any particular tip. However, all the best.
SAI_KIRAN
From India, Hyderabad
Hello Sai_Kiran,
First of all, would like to thank you for your comments...THANKS..am glad to recieve your reponse..
BTW ..have succeeded in my attempt..a lot went in this matter..
Yes, but the timeframe was so short that i came to know in late evening(yesterday)..and i sent the mail to GM-ops that am coming to factory and today morning in the train we discussed the whole issue and strategized..and before meeting him wrote this issue in this forum...
Yes,..that's true..but one needs to do more than that..
Yes, the above is true..i agree..good points i must say..thanks..
My strategy :-
First - as i recieved the news on e-mail..i dropped everything..seriously thought it out..and shared my views with GM-Ops..
Immediately gave a call to him( within 10 mins..) and told him the following:-
1. We are surprised n shocked by his action..
2. Pls..don;t share this with anyone in the plant at all..(you know how strong grapevine is.. :) )..
3. Would like to discuss this issue in person..
Prepared the backdrop of the matter..took him out to outside the factory..he was surpirized that i came to meet him all the way ..very impt is to change the venue..it changes the dynamics of personal equations & roles we play in day to day life..
Had a personal heart to heart talk..it worked ..keeping in mind the facts the Management has done for him in the past and also did my homework on the proposed offer he had from the company...
Also remember to sensitize your line Managers that when they recieve the feelers about the changes or resignations from their reportees..they should discuss first in detail and refrain them to put their resignations in writing...WHY??..because when one writes the same on the paper..it is like cutting off from the organization mentally by 60%..which is a difficult situation to retrieve..
Regards,
Rajat
From India, Pune
First of all, would like to thank you for your comments...THANKS..am glad to recieve your reponse..
BTW ..have succeeded in my attempt..a lot went in this matter..
Yes, but the timeframe was so short that i came to know in late evening(yesterday)..and i sent the mail to GM-ops that am coming to factory and today morning in the train we discussed the whole issue and strategized..and before meeting him wrote this issue in this forum...
Yes,..that's true..but one needs to do more than that..
Yes, the above is true..i agree..good points i must say..thanks..
My strategy :-
First - as i recieved the news on e-mail..i dropped everything..seriously thought it out..and shared my views with GM-Ops..
Immediately gave a call to him( within 10 mins..) and told him the following:-
1. We are surprised n shocked by his action..
2. Pls..don;t share this with anyone in the plant at all..(you know how strong grapevine is.. :) )..
3. Would like to discuss this issue in person..
Prepared the backdrop of the matter..took him out to outside the factory..he was surpirized that i came to meet him all the way ..very impt is to change the venue..it changes the dynamics of personal equations & roles we play in day to day life..
Had a personal heart to heart talk..it worked ..keeping in mind the facts the Management has done for him in the past and also did my homework on the proposed offer he had from the company...
Also remember to sensitize your line Managers that when they recieve the feelers about the changes or resignations from their reportees..they should discuss first in detail and refrain them to put their resignations in writing...WHY??..because when one writes the same on the paper..it is like cutting off from the organization mentally by 60%..which is a difficult situation to retrieve..
Regards,
Rajat
From India, Pune
Hello Mr. Joshi,
Congratulations on preventing a separation.
But you make it look so simple. I am certain it was tougher than what you present. As a case study, one would also be interested in knowing five (say) arguments justifying his separation and how you negotiated each in your favour.
It is this process that will make a lot of us learn how to handle such situations.
I understand that this is not one odd transaction. It has a history of relationship between the individual and the organization, mutual perceptions, reservations, misgivings and points of respect for each other. This provides the context within which you had to conduct the interaction and WIN!
It would nice if you elaborate the process within permissible limts and constraints.
It must have been a very satisfying moment for you professionally and personally and such moments are not too many in our work anyway!
Regards
samvedan
August 9, 2006
From India, Pune
Congratulations on preventing a separation.
But you make it look so simple. I am certain it was tougher than what you present. As a case study, one would also be interested in knowing five (say) arguments justifying his separation and how you negotiated each in your favour.
It is this process that will make a lot of us learn how to handle such situations.
I understand that this is not one odd transaction. It has a history of relationship between the individual and the organization, mutual perceptions, reservations, misgivings and points of respect for each other. This provides the context within which you had to conduct the interaction and WIN!
It would nice if you elaborate the process within permissible limts and constraints.
It must have been a very satisfying moment for you professionally and personally and such moments are not too many in our work anyway!
Regards
samvedan
August 9, 2006
From India, Pune
Hello Rajat,
Sorry for the delay in writing back.
What you have mentioned is absolutely right. Once an employee puts it in writing he/whe is mentally cut off from the organisation. It is totally decided at his end to leave and it becomes difficult for both, the orgnasiation and staff to retrieve from the situation. What ever has to be done, has to be done before that.
The line managers need to be sensitised about its importance.
SAI_KIRAN
From India, Hyderabad
Sorry for the delay in writing back.
What you have mentioned is absolutely right. Once an employee puts it in writing he/whe is mentally cut off from the organisation. It is totally decided at his end to leave and it becomes difficult for both, the orgnasiation and staff to retrieve from the situation. What ever has to be done, has to be done before that.
The line managers need to be sensitised about its importance.
SAI_KIRAN
From India, Hyderabad
Hi Rajat,
I would really like to know the details of the conversation and negotiation.
As Samvedan has mentioned in this mail, you have made it looked much more simpler then it was. So, I would really appreciate if you can tell us more details obviously in the permissible limits.
I'm facing the similar situation but this person has not put up his papers yet, but I know he will and I want to take some action before it happens.
Do tell me how do I prevent it?
Cheers
Archna
From India, Delhi
I would really like to know the details of the conversation and negotiation.
As Samvedan has mentioned in this mail, you have made it looked much more simpler then it was. So, I would really appreciate if you can tell us more details obviously in the permissible limits.
I'm facing the similar situation but this person has not put up his papers yet, but I know he will and I want to take some action before it happens.
Do tell me how do I prevent it?
Cheers
Archna
From India, Delhi
Hey Archna,
now that you little sure of his idea of putting the papers, act fast before he does that.
You could do something like, approaching the person he is reporting to, for some ground work. You may get some inputs from his reporting authority about his aspirations, reasons for looking around for an opportunity, difficulties in the exiting position (if it is within the organisations capacity to solve), basically all the factors that oculd be considered as the grounds for his decision ofleaving.
Keeping these inputs in mind, probably you could confront him informally, keeping his reporting authority informed about it. If one of the factors that you have already thought of turns out to be his basis for leaving, then it may be much easier for you to work out an option intantly for retaining him, loosing no further time.
Well, its very simpler said than done, but I promise you that it works and it worked for us.
SAI_KIRAN
From India, Hyderabad
now that you little sure of his idea of putting the papers, act fast before he does that.
You could do something like, approaching the person he is reporting to, for some ground work. You may get some inputs from his reporting authority about his aspirations, reasons for looking around for an opportunity, difficulties in the exiting position (if it is within the organisations capacity to solve), basically all the factors that oculd be considered as the grounds for his decision ofleaving.
Keeping these inputs in mind, probably you could confront him informally, keeping his reporting authority informed about it. If one of the factors that you have already thought of turns out to be his basis for leaving, then it may be much easier for you to work out an option intantly for retaining him, loosing no further time.
Well, its very simpler said than done, but I promise you that it works and it worked for us.
SAI_KIRAN
From India, Hyderabad
Hi Freinds,
Every HR professionals are aware about this problem. Even we draft the policy to retain the employees and at the same we find lope hole to leave the organisation when it comes to us.........How member of parliament inact laws to regulate the country but they find the loophole when they will be in trouble.
In the same way, i would like to suggest only one way:
"WE TRY TO DEVELOP ALTERNATIVE OF EACH AND EVERY EMPLOYEES IN CASE TO FILL THE VACCANCY, WHEN HE/SHE WANTS TO LEAVE TO JOB"
Basic of Idea behind is that if we are in process of searching alternative of employee within the organisation, ceratinly message will spreed in the organisation that we can leave organisation so easily and employees will have some fear. At the same time, motivation factor will also work for those emplyees who are substitute.....
Another idea, we should keep resignation time atleast 3 months so that no body can think easily to leave the orgaisation.
Paying more salary or promoting to gud position or caring employees problem is best solution but it applies to every organisation so employees can get more than your organisation where u r as HR.
In offer letter, pls put more condition.
But demand and supply works here. If we are in need means demand is more but suuply is less then no option to hire such employees.
Basic idea is that we should try to get maximum result by employee when he /she is with us. If he/she leaves, no affect on company productivity. We have to draft policy in this direction only.
More comments are welcome
Regards
Sidheshwar
From India, Bangalore
Every HR professionals are aware about this problem. Even we draft the policy to retain the employees and at the same we find lope hole to leave the organisation when it comes to us.........How member of parliament inact laws to regulate the country but they find the loophole when they will be in trouble.
In the same way, i would like to suggest only one way:
"WE TRY TO DEVELOP ALTERNATIVE OF EACH AND EVERY EMPLOYEES IN CASE TO FILL THE VACCANCY, WHEN HE/SHE WANTS TO LEAVE TO JOB"
Basic of Idea behind is that if we are in process of searching alternative of employee within the organisation, ceratinly message will spreed in the organisation that we can leave organisation so easily and employees will have some fear. At the same time, motivation factor will also work for those emplyees who are substitute.....
Another idea, we should keep resignation time atleast 3 months so that no body can think easily to leave the orgaisation.
Paying more salary or promoting to gud position or caring employees problem is best solution but it applies to every organisation so employees can get more than your organisation where u r as HR.
In offer letter, pls put more condition.
But demand and supply works here. If we are in need means demand is more but suuply is less then no option to hire such employees.
Basic idea is that we should try to get maximum result by employee when he /she is with us. If he/she leaves, no affect on company productivity. We have to draft policy in this direction only.
More comments are welcome
Regards
Sidheshwar
From India, Bangalore
Dear Friends,
My opinion is -
Let the Person go.
Once the person sbmits the resignation paper, do not discuss immediately, Discuss with him after two -three days.Why he/she wants to leave.
Let ever body know-You are important but not so much that organisation can not run without you.
If the person is so important , keep the doors of organiztion open for re-employment.
These steps can work to stop resignatons.
But for this you must have a strong organisational culture.Mission ,Visiosn & Values.
I may be wrong.These are my views.
Thanks,
Rajendra Gehlot
From India, Pune
My opinion is -
Let the Person go.
Once the person sbmits the resignation paper, do not discuss immediately, Discuss with him after two -three days.Why he/she wants to leave.
Let ever body know-You are important but not so much that organisation can not run without you.
If the person is so important , keep the doors of organiztion open for re-employment.
These steps can work to stop resignatons.
But for this you must have a strong organisational culture.Mission ,Visiosn & Values.
I may be wrong.These are my views.
Thanks,
Rajendra Gehlot
From India, Pune
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