Hi Sandeep
Thanks for your feedback and do agree with you, but still strongly stand with view which I stated at the beginning.
Some people have given good and excellent views regarding the thread..
Self have totally different view about it but never the less . thanks for sharing yor views sandeep.
From United Kingdom, London
196Thanks for your feedback and do agree with you, but still strongly stand with view which I stated at the beginning.
Some people have given good and excellent views regarding the thread..
Self have totally different view about it but never the less . thanks for sharing yor views sandeep.
From United Kingdom, London
Vachana, its a good practice consider this seems should be the reward for the service what he provides to the establishment during his tenure .
Don't worry be happy.
Thanks & Regards,
From,
Sumit Kumar Saxena
From India, Ghaziabad
Don't worry be happy.
Thanks & Regards,
From,
Sumit Kumar Saxena
From India, Ghaziabad
Hi Everyone Concerned in this discussion,
It is better to award that resigned employee as it will give a positive impact to other employees & they will feel good for the management of the organization, that even a resigned employee is being awarded as the management very well knows that the concerned employee is certainly going to leave the organisation. On the other hand the concerned employee is surely an asset of the organization. Who knows that the decision of resignation may be changed?
Thanks & Regards
Shibabrata Das
Manager - HR
From India, Kolkata
It is better to award that resigned employee as it will give a positive impact to other employees & they will feel good for the management of the organization, that even a resigned employee is being awarded as the management very well knows that the concerned employee is certainly going to leave the organisation. On the other hand the concerned employee is surely an asset of the organization. Who knows that the decision of resignation may be changed?
Thanks & Regards
Shibabrata Das
Manager - HR
From India, Kolkata
Hi Guys,
This thread is growing!!
HR of this company is thinking that this guy is going why reward him? But thee employee never thought so. He gave 100% and worded hard even after resigning!!!
Company should have shown more magnanimity...!!?
Have a Great week end!!
Best Regards,
Divakar
From India, Bangalore
This thread is growing!!
HR of this company is thinking that this guy is going why reward him? But thee employee never thought so. He gave 100% and worded hard even after resigning!!!
Company should have shown more magnanimity...!!?
Have a Great week end!!
Best Regards,
Divakar
From India, Bangalore
The award is given in recognition of some one's performance.There are two examples when i awarded even ex employee and really that works.... The talent joined back. Just awarding to another employee even some body do not deserve it may start a claiming attitude...I appreciate the Mangers decision who decide to recommend this. why gallantry & civil awards are given to retired or even ex peoples of country. The employee is people of that respective organization.
From India, Ghaziabad
From India, Ghaziabad
hi, my views for the employees who is serving notice period because he wont get chance again and it will show company loyalty toward employees may be in future he can back good notessss
From India, Delhi
From India, Delhi
Hello Senior Member
I am new to this forum, I want to know about the Return which have to file under Contact Labour Act 1970.
and complete details of Registers is necessary for Contractor and Principal employer
From India, Ahmedabad
I am new to this forum, I want to know about the Return which have to file under Contact Labour Act 1970.
and complete details of Registers is necessary for Contractor and Principal employer
From India, Ahmedabad
Hello Senior Member
I am new to this forum, I want to know about the Return which have to file under Contact Labour Act 1970. ( For Gujarat Region )
and complete details of Registers is necessary for Contractor and Principal employer
From India, Ahmedabad
I am new to this forum, I want to know about the Return which have to file under Contact Labour Act 1970. ( For Gujarat Region )
and complete details of Registers is necessary for Contractor and Principal employer
From India, Ahmedabad
Hi all !
Firstly, to my mind - many comments on this thread - including mine - hold only if the Reward is NOT public yet , HR has a clear say and values loyalty.
Hence, to reiterate, as already said in my earlier post, the following has to be factored in :
a) Is Loyalty a parameter , either explicit or implicit ?
b) Does HR have a say in such matters and if so, does HR value Loyalty - it seems it does, else we will not be having this discussion :-)
c) And , to reiterate yet again, Has the Reward been publicly declared or is it still under consideration , with the HOD just recommending the worker confidentially to HR for consideration.
If the award has been publicly declared then, as already said by me and many others, HR has NO option except to follow through, learn and make future policies accordingly.
I have already indicated my reasoning for not giving the Reward to the resigning employee.
The counter objections seem to be :
a) Be fair and Reward the “ best performer” : Without knowing how the parameters were structured one cannot comment.
If this award is on clearly defined parameters, publicly declared and well known to all then again there is really no argument since it obviously can not be contested. Only thing HR can do is learn from this and , if loyalty ( either past or future ) is a parameter, perhaps introduce in some fashion for the future . Indeed it can be an explicit retention tool - anyone who gets the award has to serve at least for the next three months, for example ?
BUT, it seems this is based solely on the HOD's recommendation. Not sure if one can call it an " Objective " recommendation . Is it possible that the HOD himself is biased , and hoping that the award will serve as the " retention carrot " ?
b) Use Rewards as a Retention tool for this worker
As I said before , unless the issue was addressed much earlier, trying to retain an employee AFTER he has resigned is fraught with perils. For BOTH the Organization as well as the Worker. Examples and research abound on this and one can have a separate thread on this. Suffice to say that the basic issues for which the worker seeks other avenues - better company, working environ, greater responsibilities and future growth avenues, better boss and better / much better salary will not go away just by a Reward for a month's performance- unless the Reward itself addresses such issues which seems remote :-)
And to my mind, it would be a rather immature worker who stays back just because he got a Reward for last month performance..
I am NOT saying people are not retained. They are. But unless the retention covers all the above, it is bound to be a short term one. I am sure all HR folks have come up with the dragon of offers and counter offers. And the resentment across the board that it creates, whether it succeeds or not.
c) This worker will leave with " Good feelings " and may come back again
For sure a possibility. But I would have thought " Farewell functions " and a prompt settlement of dues could equally cover that :-)
Fact is, the Worker is leaving since the offer he has is the best for him at this moment in time. All those calculations have already been done by him before he resigned.
And he will come back only if what you offer him - at that time - is the best for him.
d) This will be an example of the " fair practices " the Company follows which will motivate everyone to keep on giving their best even during the Notice Period
This depends upon the level and the work being performed. Perhaps such motivation will hold for mainly routine , transactional work. But as one goes up the ladder, in critical roles this period is used for " handover " as much as possible, since the " best " is now clearly suspect. Indeed we know of many cases where the Management by itself doesn't involve such worker in any further operational matters
e) Others will “ feel good “ about the Organization and so work with that much more commitment
OTOH will not most of workers see it as an obvious retention attempt - even if it is not meant to be ? The connection is too proximate to be ignored. And once it fails- as it most probably will - the HR will get the flack , while the HOD will be the “ White Knight “ who did his best but what to do, HR is not agreeing … etc…
In fact, to my mind, it is the HOD who needs counseling here most of all. First, he could not recognize and appreciate a best performing worker in time. Then , when that worker puts in his papers he recommends him for an award to HR without appreciating for himself that loyalty is also a factor, which he should have.
Just my thoughts….
From United States, New York
Firstly, to my mind - many comments on this thread - including mine - hold only if the Reward is NOT public yet , HR has a clear say and values loyalty.
Hence, to reiterate, as already said in my earlier post, the following has to be factored in :
a) Is Loyalty a parameter , either explicit or implicit ?
b) Does HR have a say in such matters and if so, does HR value Loyalty - it seems it does, else we will not be having this discussion :-)
c) And , to reiterate yet again, Has the Reward been publicly declared or is it still under consideration , with the HOD just recommending the worker confidentially to HR for consideration.
If the award has been publicly declared then, as already said by me and many others, HR has NO option except to follow through, learn and make future policies accordingly.
I have already indicated my reasoning for not giving the Reward to the resigning employee.
The counter objections seem to be :
a) Be fair and Reward the “ best performer” : Without knowing how the parameters were structured one cannot comment.
If this award is on clearly defined parameters, publicly declared and well known to all then again there is really no argument since it obviously can not be contested. Only thing HR can do is learn from this and , if loyalty ( either past or future ) is a parameter, perhaps introduce in some fashion for the future . Indeed it can be an explicit retention tool - anyone who gets the award has to serve at least for the next three months, for example ?
BUT, it seems this is based solely on the HOD's recommendation. Not sure if one can call it an " Objective " recommendation . Is it possible that the HOD himself is biased , and hoping that the award will serve as the " retention carrot " ?
b) Use Rewards as a Retention tool for this worker
As I said before , unless the issue was addressed much earlier, trying to retain an employee AFTER he has resigned is fraught with perils. For BOTH the Organization as well as the Worker. Examples and research abound on this and one can have a separate thread on this. Suffice to say that the basic issues for which the worker seeks other avenues - better company, working environ, greater responsibilities and future growth avenues, better boss and better / much better salary will not go away just by a Reward for a month's performance- unless the Reward itself addresses such issues which seems remote :-)
And to my mind, it would be a rather immature worker who stays back just because he got a Reward for last month performance..
I am NOT saying people are not retained. They are. But unless the retention covers all the above, it is bound to be a short term one. I am sure all HR folks have come up with the dragon of offers and counter offers. And the resentment across the board that it creates, whether it succeeds or not.
c) This worker will leave with " Good feelings " and may come back again
For sure a possibility. But I would have thought " Farewell functions " and a prompt settlement of dues could equally cover that :-)
Fact is, the Worker is leaving since the offer he has is the best for him at this moment in time. All those calculations have already been done by him before he resigned.
And he will come back only if what you offer him - at that time - is the best for him.
d) This will be an example of the " fair practices " the Company follows which will motivate everyone to keep on giving their best even during the Notice Period
This depends upon the level and the work being performed. Perhaps such motivation will hold for mainly routine , transactional work. But as one goes up the ladder, in critical roles this period is used for " handover " as much as possible, since the " best " is now clearly suspect. Indeed we know of many cases where the Management by itself doesn't involve such worker in any further operational matters
e) Others will “ feel good “ about the Organization and so work with that much more commitment
OTOH will not most of workers see it as an obvious retention attempt - even if it is not meant to be ? The connection is too proximate to be ignored. And once it fails- as it most probably will - the HR will get the flack , while the HOD will be the “ White Knight “ who did his best but what to do, HR is not agreeing … etc…
In fact, to my mind, it is the HOD who needs counseling here most of all. First, he could not recognize and appreciate a best performing worker in time. Then , when that worker puts in his papers he recommends him for an award to HR without appreciating for himself that loyalty is also a factor, which he should have.
Just my thoughts….
From United States, New York
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