How a Decision Matrix Can Help HR Navigate Employee Resignations and Retain Talent

Dear All,

I have created an Excel file that contains a decision matrix for job transitions. You can utilize this file when faced with two different alternatives and are uncertain about which one to choose.

Using the Decision Matrix for Employee Resignations

As an HR professional, when an employee approaches you with their resignation, you can use this matrix to guide and counsel them (although this is a reactive approach, we should also be prepared for such situations). This tool will also provide insights into where your company stands.

I have personally employed this matrix, and 70% of employees who tendered their resignation to me ultimately withdrew it. The remaining 30% had differing priorities, but this experience was also enlightening for me.

I trust that this tool will be beneficial to you. Please feel free to share your feedback.

Regards,
Vinod Bidwaik

Good to note that you have used an innovative method to control attrition. This matrix will work provided the employee is above average or below this level. A smart chap who knows his market worth may not engage in filling this matrix.

When an employee decides to quit, they make up their mind at least six months before or even more than that. Secondly, the decision to quit the current company is either because of frustration or because the grass is greener on the other side. If an employee gets an offer with a jump of, say, 30% or 40%, will that employee stick with the current company?

You have mentioned that you could control 70% of resignations through this matrix; however, could you provide a breakdown of that 70%? How many employees knew their market worth within this 70%? Please note that I am not referring to "talented" or "intelligent" employees. An employee may be talented or intelligent, but they may not know their market worth or have a risk-taking attitude.

I have seen candidates dictating their salary terms. My expectation is "----". Can you meet this expectation? If yes, then great; otherwise, let's not waste each other's time. They can be quite bold in their negotiations.

Lastly, the entire matrix is based on your perceptions or the perceptions of resigning employees. Ratings for most points would be similar in standard companies. Additionally, how would a resigning employee know the "culture" of a prospective company?

If the payment history to suppliers is poor, why should resigning employees from production or accounts departments be concerned about that?

Mr. Bidwaik, if you look at the market, you would realize that the higher the sales turnover of a company, the more it sustains because of credit from suppliers or service providers. Suppliers usually continue supplying material even when clients exceed credit periods. Therefore, why would an employee's resignation depend on these factors?

I suggest speaking to the owners of security companies or facility management companies; you will find that very reputed companies withhold their dues unnecessarily.

Notwithstanding my above observations, your efforts are commendable. I once again congratulate you for being creative. You have done what you could. However, your approach may not be universally applicable in every industry. When it comes to IT or BPO, less is better said!

Thanks,

Dinesh V Divekar

"Beware of false knowledge; it is more dangerous than ignorance."

Thanks for the response. I am working with a multinational company, and we have a strict performance development review system. We calibrate employees using forced ranking, so you understand the dimension of Forced Rankings. I will not retain the employee we would like to let go.

I agree that my approach may not work in other industries; however, most of the time, resignation is an impulsive decision. I have not encountered a situation where an employee comes and says, "I want...". Market value is a subjective term. People have different priorities in life, and they respond to their priorities.

We offer our employees fair compensation and have a concrete compensation philosophy. The culture and other aspects of the industry are perceptions and hence include risk.

This matrix is not based on my perception. These are guidelines and different attributes that mostly come up during exit interviews.

Why Employees Leave the Job

Money, career development, company brand, family priorities, work-life balance, etc.

We may have opinions about everything happening in the world, but if we work at the ground level and understand the person, and if people have faith in us, they will listen. Seventy percent of solid performers, HPs, TPS, EPS (through forced ranking) are these individuals.

However, it works for me, not necessarily for others, as this is only a matrix. There are different tools as well.

Regards,

Vinod Bidwaik

Indeed, it will vary from company to company because every company has its own operational standards, or let's call it a "SYSTEM." Most of the points are included, but I am not sure to what extent these points are going to help employers retain their employees. As you said, "People have different priorities in life and they have the response to their priorities." Are employers going to modify their system or accommodate necessary changes for retaining the BEST TALENT WORKFORCE, thus resulting in smooth operations?

There is another point every organization needs to focus on. All those departing employees take a great deal of knowledge with them. This lack of continuity makes it hard to meet our organization's goals and serve customers well.

With profound regards,

Thank you, Mr. Khadir, I am not recommending these dimensions; every organization is unique. For me, this worked because we have sound and transparent HR practices and we focus more on people. Hence, we always enjoy specific respect. However, every organization needs to learn and unlearn practices. The point is how the organization focuses on employee retention, how organizations address functional and dysfunctional attrition, and how your strategy supports this. These are the questions HR and company executives should ask.

However, if the response to the employee is valid and in line with organizational standards and if it helps, then we need to think positively. In certain cases, we may not be flexible, but I have seen examples of permitting employees to work from home for 6 months, and it helped.

Regards, Vinod Bidwaik