Mark Employee Resignation Made Easy

Signature employee resignation

how to handle a resignation by a key player on your team there is a very common fallacy stating that people don't quit jobs they quit managers and that's definitely the case in many many many corporations and large organizations with tens and tens and tens of thousands of people don'ts of different management layers a very rough process for the finding who's the best fit for a role and so on because majors are important but at large organizations they are crucial simply because there are so many people to be handled that someone simply needs to step up and start managing those people and recent studies that I read about McDonald's and other fast-food chains were that one of their main problems is actually finding supervisors and people who can actually run at least the operations at the fast-food chain right because it may seem extremely easy but it isn't really a job that everyone's going to do an MBA wouldn't really work for McDonald's who you know various reasons and they pretty much have to promote some of their top staff working on the bar or in the kitchen or anything around those lines and just promote them and give them the opportunity to move ahead but it's really a hit or miss game it's really hard to make it work simply because of the nature of the business of the brand the reputation and really the massive size of the company itself so aside from bad managers in smaller companies that's not always the case again inexperienced majors and founders and executives may certainly contribute to this but according to a Gallup survey here are the top reasons why people are quitting jobs number one is career advancement or promotion opportunities that's pretty much almost a third of all respondents 32% said that career advancement or promotional opportunities are the leading reason for quitting a job number two is pay and benefits 22% of course you know salaries and salary opportunities are really lucrative for various people so that's definitely one of the leading reasons number three is the lack of fit with about 20% meaning that the person simply isn't a good fit to the job requirement in the job description number for management or the general working environment 70% 5 is flexibility or scheduling and 6 is job security at only 2% so those are actually the leading reasons according to a broad Gallup survey additionally Facebook published on popular articles stating that their employees are quitting a job not really quitting a manager especially in Silicon Valley it's there's so many opportunities in a small condensed area the people bounce bouncing back and forth depending on various reasons again some of those defined here some of those related to pay or again career advancement or just testing working in a different themed department and so on so again there are different contextual situations for different function businesses but in order to move move forward we need to identify the three kind of stages of a key employee resigning number one is actually creating the leadership team and identifying that person as someone who's a part of the leadership team number two is working with the key player throughout the period of time in order to analyze what happened the number three is handling the leaf itself so let's take a look at number one the one of the important things to figure out is why have you identified this person as a part of the leadership team beta a team leader on a player a manager or someone else whom you trust it's important to understand that and it's really something to figure out in terms of how to approach that for other people and how to assess the existing leadership team and see whether some of those issues may occur with that specific team as well right because if someone leaves the company there may be a reason that's pretty much just the same for others who may be inclined to leave the company as well which is going to become more and more of a problem the more the people willing to kind of move out so kind of as a result identify what is the reason this person is part of the leadership team how have you selected them had they gotten the right onboarding in the right training were they a good fit for the or on the contrary were they sticking to a certain role for a continuous period of time while they were supposed to get a promotion or move to kind of the next level hierarchy and so forth you just really need to identify those key areas and of course for new people you need to follow the very same checklist and make sure that you're allocating the right type of work for the next person on the leadership team number two is working with the key player now it's important to recognize the fact that some managers or executives or founders whenever they find a great fit they promote them they give them a roof on boarding process and then they expect the offload all the responsibilities of this person now this may really be a double-edged sword simply because people may not necessarily study the same way they may not be comfortable with that specific process they may need more time there are tons of reasons for someone who has just been promoted to management or has become some part of the leadership team when you allocate more responsibilities they may actually crack under the pressure they may drop productivity due to paperwork you need to understand and analyze all that process because when you do that what will happen is essentially you are probably going to find some flaws that you may have corrected better or some pieces in the onboarding process that could be applied in a better way and and essentially improving everything onwards so identifying those you're probably going to find some signals over the past one or two months or so kind of helping you realize that the person is about to leave the job but haven't had the conversation with you yet or just haven't had an open conversation to try to sort things out so being able to rectify this is always best normally it's always it's already too late but having contingencies in place regular meetings and so on with the team is probably going to alleviate that at least for our future employees number three is handling belief itself whenever the person is leaving make sure you don't have too much stuff assigned to them because they're probably already is satisfied and demotivate and whatnot and aren't really going to deliver the way they used to do when were when they were in their top Peak distribute responsibilities have everything very well documented in order to make sure that other people can follow the process ensure that your contract is solid now it may seem stupid because it's a top performer we are talking about but sometimes depending on the grid you are having there may be some form of a backlash so there mean there may be something that you simply aren't expected or there may be a very tough competing offer from your top competitor which is pretty lucrative and it's word you know selling some date or whatever it is so make sure that all this stays as confidential as possible within your contracts just try on the state safe side because this may be the biggest culprit for you try to extend the duration of the leave if that makes sense sometimes it doesn't sometimes just letting people go right away make sense but for the most part if you are parting ways in good terms it makes sense for this person to improve documentation help onboard other people on the team you know prepare different checklist or whatever it is as a part of the offloading process itself so those are the main things you really need to take care of and again what you really need to make sure that happens is that you are living on good terms it's never good to burn bridges unless someone really violates ethical or moral rules along those lines according to another survey what are different categories of how and police resign by the book you know face-to-face meetings I'm leaving with the letter and footboard 31% similar per functionary which is kind of a shorter meeting just hey just want to tell you I'm leaving yada-yada 23% avoidance twelve and twelve point seven percent grateful goodbye with gratitude it's about 10 percent bridge burning eight point six percent this important for you to note in the loop basically trying to contemplate quitting before formally resigning kind of letting them know that something may happen but they're not sure it's about seven point nine percent and impulsive quitting is about six point three percent now the tradition of the standard by the book examples are pretty straightforward but again what I'm going to remember is avoidant over 12% bridge burning eight point six percent people who are almost ragequitting impulsive quitting six point three percent so knowing how those numbers may help you understand statistics and help you reduce the chance that some of those things are going to happen within your organization [Music]