Top Things An HR Manager Should Do When An Employee Has Another Job Offer
It’s the time of the year when managers and employees take stock of the year that’s passed, review individual and group performance levels, organisational milestones achieved and plan for the year ahead.
And some employees could contemplate roles and opportunities outside of the organisation. HR and line managers will understandably be concerned and take steps to curb attrition – they would engage in conversations with the employees to understand factors driving them towards a change, and seek to understand their long-term career aspirations.
Working through next steps
Experts indicate that while an employee’s exit can generate anything from surprise to panic for managers, it can actually present a rich opportunity for introspection and dialogue. Here are some of the steps that managers can initiate when an employee resigns –
Engage in a calm conversation
First things first, it is important that managers keep calm and stay focused on listening to the employee as against reacting to the resignation. This will enable them to understand more about why the employee is considering a new job offer and the key factors driving the decision – compensation, role, sector, geography, co-workers, or added scope for learning and growth.
Employees feel reassured when their managers are open and receptive, and will share a lot of information. This would offer detailed insights and also unravel some of the people and positional dynamics within the work environment.
Understand their real need
An employee exit event can stem from multiple ‘push factors’ – lack of motivation and engagement, inequitable compensation, negative team dynamics, poor relationship with supervisors, or stressful work environments to name a few. Employees could also feel lured by favourable ‘pull factors’ from the outside such as professional advancement, an opportunity within a new skill area, increased rewards, preferred work location, etc.
Managers who listen carefully and Identify the real need driving the exit decision will have a better chance at addressing the employee’s concerns, and ensure that they are effectively.
Don’t react too quickly
It is likely that some employees will seek another employment and tender their resignation merely to gain a leverage and negotiate for a raise or promotion.
In such cases, it is important to follow through with detailed questions and look for non-verbal cues to ascertain the employee’s real intent. Paying close attention to such behaviours will offer insights into the kind of individual the employee really is, as well as their professionalism. Also, it will help managers to avoid counter-offer situations that could back-fire and demotivate/send negative signals to other employees in the organisation.
Ascertain the employee’s real value
Some employees can be business-critical or possess a rare work skill that cannot be easily replaced from the market. It is important that managers ascertain the real value of these employees and work through reasonable career progression or reward linked approaches to ensure they are retained in the organisation.
Further, it would also help to discuss with the employee in detail the benefits of continuing their employment, and in leveraging the good work that they have delivered so far to achieve quicker progression within the organisation.
Keep an open line of communication
It is important to note that an exit situation can be stressful – not just for the manager, but for the employee as well.
With a sudden shift in order, and the need to manage and work through important information relating to career choices, planning for handover, new work location and negotiating through compensation details – employees can find their exit decision rather overwhelming. Allowing employees adequate time to think through the details and securing an open line of communication will encourage them to reach out to managers and discuss possible options.
Say goodbye gracefully
Sometimes, despite the best efforts taken, an employee can choose to proceed with his/her exit decision. It is important to accept such situations with grace, and focus on ensuring a smooth handover of responsibilities and the employee relieving process. This will insure full co-operation from the employee and help to drive the right focus on the transition process.
Stay invested in the exit interview process and use the event to gain significant insights on the employee and the work environment.
Prevent further attrition
Exit situations offer in-depth learning opportunities and market intelligence on the nature of offers/ counter-offers, career progression and exciting work arrangements that are becoming available to employees through competitor organisations.
Using the competitive intelligence gained to understand employee needs and motivations and becoming aware of intra-team dynamics can help create effective employee retention strategies for the future. It is also very important that a planned approach is adopted to identify and communicate with valuable employees in the organisation. Understanding these employees in their entirety – including competence, potential and values, and structuring meaningful work opportunities for them would greatly help to prevent future attrition.
Top Things An HR Manager Should Do When An Employee Has Another Job Offer
It’s the time of the year when managers and employees take stock of the year that’s passed, review individual and group performance levels, organisational milestones achieved and plan for the year ahead.
And some employees could contemplate roles and opportunities outside of the organisation. HR and line managers will understandably be concerned and take steps to curb attrition – they would engage in conversations with the employees to understand factors driving them towards a change, and seek to understand their long-term career aspirations.
Working through next steps
Experts indicate that while an employee’s exit can generate anything from surprise to panic for managers, it can actually present a rich opportunity for introspection and dialogue. Here are some of the steps that managers can initiate when an employee resigns –
Engage in a calm conversation
First things first, it is important that managers keep calm and stay focused on listening to the employee as against reacting to the resignation. This will enable them to understand more about why the employee is considering a new job offer and the key factors driving the decision – compensation, role, sector, geography, co-workers, or added scope for learning and growth.
Employees feel reassured when their managers are open and receptive, and will share a lot of information. This would offer detailed insights and also unravel some of the people and positional dynamics within the work environment.
Understand their real need
An employee exit event can stem from multiple ‘push factors’ – lack of motivation and engagement, inequitable compensation, negative team dynamics, poor relationship with supervisors, or stressful work environments to name a few. Employees could also feel lured by favourable ‘pull factors’ from the outside such as professional advancement, an opportunity within a new skill area, increased rewards, preferred work location, etc.
Managers who listen carefully and Identify the real need driving the exit decision will have a better chance at addressing the employee’s concerns, and ensure that they are effectively.
Don’t react too quickly
It is likely that some employees will seek another employment and tender their resignation merely to gain a leverage and negotiate for a raise or promotion.
In such cases, it is important to follow through with detailed questions and look for non-verbal cues to ascertain the employee’s real intent. Paying close attention to such behaviours will offer insights into the kind of individual the employee really is, as well as their professionalism. Also, it will help managers to avoid counter-offer situations that could back-fire and demotivate/send negative signals to other employees in the organisation.
Ascertain the employee’s real value
Some employees can be business-critical or possess a rare work skill that cannot be easily replaced from the market. It is important that managers ascertain the real value of these employees and work through reasonable career progression or reward linked approaches to ensure they are retained in the organisation.
Further, it would also help to discuss with the employee in detail the benefits of continuing their employment, and in leveraging the good work that they have delivered so far to achieve quicker progression within the organisation.
Keep an open line of communication
It is important to note that an exit situation can be stressful – not just for the manager, but for the employee as well.
With a sudden shift in order, and the need to manage and work through important information relating to career choices, planning for handover, new work location and negotiating through compensation details – employees can find their exit decision rather overwhelming. Allowing employees adequate time to think through the details and securing an open line of communication will encourage them to reach out to managers and discuss possible options.
Say goodbye gracefully
Sometimes, despite the best efforts taken, an employee can choose to proceed with his/her exit decision. It is important to accept such situations with grace, and focus on ensuring a smooth handover of responsibilities and the employee relieving process. This will insure full co-operation from the employee and help to drive the right focus on the transition process.
Stay invested in the exit interview process and use the event to gain significant insights on the employee and the work environment.
Prevent further attrition
Exit situations offer in-depth learning opportunities and market intelligence on the nature of offers/ counter-offers, career progression and exciting work arrangements that are becoming available to employees through competitor organisations.
Using the competitive intelligence gained to understand employee needs and motivations and becoming aware of intra-team dynamics can help create effective employee retention strategies for the future. It is also very important that a planned approach is adopted to identify and communicate with valuable employees in the organisation. Understanding these employees in their entirety – including competence, potential and values, and structuring meaningful work opportunities for them would greatly help to prevent future attrition.
