Skhadir
Strategic Business Management Includes Revenue
Ngurjar
Management Consulting, Management Development,
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Siva_4332
Recruitment Executive
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Hi...this is my first post..hope to receive positive responses. I am working for a start up company. We have an employee who is well qualified in her field than the other team members of the department. She has an ego/ attitude for the same. She is not a team player and feels the other team mates are not equivalent enuf for the role. Rather than training and guiding them since she iis qualified she feels otherwise. A month ago she resigned due to some reasons. When we tried to retain her, she demanded flexible work hours, enrichment in job role and salary hike. We committed her two but told her that she wld get a good hike but since the appraisals are due and for her to be eligible for the appraisal she will have to take her papers back. She was expecting 50%hike on current and ransoming that if she does not get the hike she will quit. Company accommodated her other 2 requests also gave her the option for salary. But she dint opt. During this discussion on retaining, almost the month went. During the last week of her notice she concluded that she will not take her papers back. But now her pending tasks and project in her hand went for a toss. We requested to continue and finish the assignment. She agreed to it. But one day, the other colleague was undergoing an exit intw with CEO, wherein casually CEO told her to talk to that lady (as they were quite a very good friends) and make her undertone that her attitude is not right. She went and told her in her modified ways, to which the lady went furious. She spoke to her manager, HR and CEO. She was unhappy as to why did CEO ask her colleague to talk to, he wld have asked her manager about her behavior. We tried making her understand the intention but she said that I cant work here, i dont need salary i dont need relieving letter. I have attitude and ego, I will keep that with me and u keep ur letters. She told this to CEO upfront, to which CEO said your choice and u may leave. She left from there. Now the issue is, she was handling very imp tasks, there is no replacement. Should we talk to her and ask her complete the pending the task? If not, then should we just tell the other team members of the department about the scenario and take the tasks ahead? Problem is how would other team members react. Kindly suggest the ideal way to handle this situation so that such instances do not repeat in future.
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The team should take over the task and carry on. One should not be over dependent on any individual. It is always better to share the task in hand with other members at various stages so as to avoid such situation again
Greetings,

Please take this as a lesson learnt and cut the losses, as soon as possible. Here are my suggestion for your consideration:


  • Divide her tasks with high and low escalation level. Let the client end tasks be managed by the seniors in the firm and the repetitive ones be taken care by juniors.
  • Let her seniors handle the tasks as of now. Even if they have not been managing that, they would have the maturity to take up the pieces and put it together.
  • Train the juniors and make them work along with the senior, so that they are equipped to work later.
  • Back fill will take time, so plan the tasks for next 3-6 months
  • Take this as the first step to cross-skill the talent, in your firm and keep pruning the process in regular intervals.
  • Finally, please keep exit procedures confidential in the organization. Let the employee talk and grapevine make stories on it. As a management team, make no mistakes to inform or share information with any employee. Even as a start-up no matter how close-knit your firm is , value individual space and respect ones decision to leave. As an employer, your brand is best built when your employees leave as your ambassador to the talent industry.
  • Address the situation in a team hurdle or meeting and divide clear responsibility with it. We cannot avoid human ways to game around emotions. Manipulation comes easy under a pressure situation. Best that we can offer to stabilize such situation is, patience! Avoid fueling any grapevine discussion based on uncertainty or what the management is thinking of whom. Remain open to answer any question , if it is raised. Identify the influencers and communicate regularly with them. Transparency is the best measure to build trust. No sooner the doubts will settle to form a stronger base.


Wish you all the best
Thanks Nabonita.
There is no handover from that lady. Should we ask her to come over and handover, if yes? then should we give her the relieving letter? She mentioned while leaving that she would not need it.
Greetings,

A knowledge transfer is a must for every release. However, the way she left you may not retrieve all the information from her. If at all you need to, mend the ties and please arrange the handover during a meeting with just one or two high level executive in your firm. Please make sure she gives a valid contact number to be contacted later. Her hotheadedness cannot cost your firm. Remain very stable and focused towards the result. No matter how much drama gets induced, stay above those human reactions.

A service manual is what one should submit when they are resigning with the following details:
  • List of the tasks they managed
  • Process that was followed for each one of them
  • Current status, with due-dates
  • Complete details of the escalations , with information on the members involved
  • People to be contacted, with old communications and contact details
  • Hand-holding through the technical and business knowledge required to deliver the tasks
  • Any obligation offered to the client with the conditions mentioned
  • Legal information , if any

In other cases you can plan for a professional sign-offs with both the employee who is leaving and the one who gets trained by him or her.

Finally , no matter how an employee behaves, issue a clear set of documents on the release and follow the relieving process. This way you will create a strong and stable exit process , in the long run. Most of your employees will make your future re-hires, when you treat them as your ambassadors.

Wish you all the best !
Thanks a lot (Cite Contribution) :).
There was a case where a lady completed her 2 months notice period. But since the discussion pertaining to her retention were going on, she gave a final decision just few days before her last day. Her handover was not complete, task assigned were not complete. He committed that she would work from home, come over weekends and complete the task. We did release her salary which was on hold but did not give her relieving letter as the handover was not complete. Now she sends an email that she wont be able to participate in the event which she committed to be a part of, and demanding for a relieving letter. Please suggest how to handle this.
You cannot release her documents without signing off the Knowledge Transfer. Please send her the documents she needs to fill with all the task details. She wont work on the project, but information sharing is entirely her professional obligation.
Mail her , mentioning her agreement to complete the handover and her release remains subjected to that. Stay focused and avoid getting bogged down by these long interactions.
Dear Ms. Nisha,

I had gone through your query and subsequent views posted by Ms. (Cite Contribution). I apologize for interrupting your discussion.

I have a query for you.



1)At the time of joining, did you deliver HR INDUCTION to this employee EXPLAINING about all APPLICABLE POLICIES and exclusively pertaining to the EXIT INTERVIEW, KNOWLEDGE TRANSFER, etc for securing RELIEVING LETTER?

2)Did the EMPLOYEE accepted and signed on RESPECTIVE POLICIES binding herself(willingly) to follow COMPANY RULES & REGULATIONS?



If yes, then please proceed further with your formalities and try to the process as explained by Ms. (Cite Contribution).

If "NO", kindly arrange for HR INDUCTION and ensure that, company had delivered all its FORMALITIES by EDUCATING their employees about VARIOUS PROCESS/POLICIES APPLICABLE. Without educating your employees, you will fail to get your things done, irrespective of their level in the hierarchy.

At the time of joining, a company must discuss everything with new joinee and the same should be recorded in BLACK & WHITE. There is no point in blaming or complaining about an employee if the company failed to fulfill its formalities or norms. Please try to be very straight forward with your employees.

I would like to present my suggestion to you.

1) Kindly develop a habit of providing/submitting information either POINT(bullets/numbering) or PARAGRAPH WISE.

2) Kindly do write your NAME below(if possible include your designation), as it will help the readers to address you appropriately.

Since you are a HR(if i am not wrong), irrespective of your experience, you must be aware of relevant skills(functional/soft skills/business writing) and play a role of a ROLE MODEL. I hope you are not offended by my suggestion.


With profound regards


Dear Mr.Shaikh
Can you guide us on the possible simple mandatory documents ( if possible you can attach the format in .doc ) one has to obtain from the employee at the time of joining and at the time of exit.
This will benefit people like me handling HR and ADMIN for the first time.
Thanks for your valuable inputs.
Govind
Dear Mr. Govind,

Kindly make a note of the following points written below.

1) If you are working for xyz organisation, it is the responsibility of the organisation(management) to have all these documents in place. Incase an organisation can afford to establish HRD, they can get it done from OFFICE ADMINISTRATOR.

2) Besides BASIC OPERATIONAL DOCUMENTS pertaining to NEW EMPLOYEE JOINING PROCESS(A CHECKLIST FOR COLLECT VARIOUS DOCUMENTS FROM THE NEW JOINEE) and EXIT INTERVIEW LEADING TO FULL & FINAL SETTLEMENT, depending upon the business objectives and scope of operations, the documents will vary organisation to organisation. For example ASSET TRANSFER, ADVANCES/LOAN SETTLEMENT, COMPLETE DUTY HANDOVER BY FULFILLING ALL REQUIREMENTS(this may include training the employee taking over the job) etc.

3) I can offer you FREE ADVICE but not FREE CONSULTANCY SERVICES. Its not all about SHARING KNOWLEDGE, infact, it is actually about KNOWLEDGE TRANSFER SUPPORTING LONG TERM BUSINESS OPERATIONS THUS MEETING BUSINESS OBJECTIVES. KNOWLEDGE TRANSFER COST MONEY.

4) If you are not trained to HANDLE & MANAGE - HR OPERATIONS, i would request you to undergo CORE HR TRAINING and i am sure, it will benefit you more than you expected.

You may search this website to acquire relevant documents or request your management to outsource it to a HR CONSULTANT for a PROFESSIONAL LEVEL OPERATIONS.

With profound regrds


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