Dear All, I have been working within an IT company for three and a half years. I have successfully completed six projects and supported eight countries. I started the consulting offshore work in this company and have now built a strong team of 15 members. Recently, I resigned and am serving a three-month notice period. They didn't accept my resignation and called for a meeting to discuss my demands.
Reasons for Resignation
- Missing Pat on the Back
- No Appreciations
- No Awards like Employee of the Month and Employee of the Year in our technology
- Need Salary Hike
- No Growth in the Company (Designation)
- No Transparency
- No Weekly Meetings
- Favoritism Playing a Major Role
- No Team Outings to Gel with Each Other
- No Performance Appraisals (For everything, you need to fight to get it)
For instance, a person with two years of hands-on experience in SAP is getting more salary than someone who has been working for the client for three years. I don't know how they are measuring performance. There is no clarity on incentives. How many times did the managers meet their employees individually in the office to understand their problems? There are no trainings in our concerned technology, and there is a lack of support to pursue certifications in the relevant technology. Existing employees do not receive designations, but the company offers good designations to new employees.
Could someone please let me know how to convey the above issues to higher-level management? I want to present my demands along with these points. Could you please suggest how to proceed?
Thanks in advance.
From India, Hyderabad
Acknowledge(0)
Amend(0)
Reasons for Resignation
- Missing Pat on the Back
- No Appreciations
- No Awards like Employee of the Month and Employee of the Year in our technology
- Need Salary Hike
- No Growth in the Company (Designation)
- No Transparency
- No Weekly Meetings
- Favoritism Playing a Major Role
- No Team Outings to Gel with Each Other
- No Performance Appraisals (For everything, you need to fight to get it)
For instance, a person with two years of hands-on experience in SAP is getting more salary than someone who has been working for the client for three years. I don't know how they are measuring performance. There is no clarity on incentives. How many times did the managers meet their employees individually in the office to understand their problems? There are no trainings in our concerned technology, and there is a lack of support to pursue certifications in the relevant technology. Existing employees do not receive designations, but the company offers good designations to new employees.
Could someone please let me know how to convey the above issues to higher-level management? I want to present my demands along with these points. Could you please suggest how to proceed?
Thanks in advance.
From India, Hyderabad
Acknowledge(0)Amend(0)
Oh boy! This enterprise needs an HR department with effective HR policies and a human touch as soon as possible. Summarize your issues on paper, indicating all the problems along with relevant examples with credible proofs. Document your performance and achievements. Conduct a self-appraisal from a neutral point of view and write it down. Make a list of changes, efforts, initiatives, and improvements from the management that may convince you to stay with the company. Then proceed to the HR Department (if any) or, if there are no HRs, to management politely to discuss these issues. Keep your mind open to feedback and suggestions. Maintain politeness all the time. Do not say anything inappropriate. Maintain your calm composure.
In the meeting, make notes of whatever discussion, conclusion, or agreements take place. Request the actions in writing if agreed or disagreed on the listed demands. Hope this helps.
Best wishes
From Kuwait, Salmiya
Acknowledge(0)Amend(0)
30In the meeting, make notes of whatever discussion, conclusion, or agreements take place. Request the actions in writing if agreed or disagreed on the listed demands. Hope this helps.
Best wishes
From Kuwait, Salmiya
Acknowledge(0)Amend(0)
Dear CherryCrishna,
Firstly, congratulations on the achievements you have made so far. Managing and delivering such responsibilities reaps immense learning, and that's your greatest takeaway. Congratulations on it!
I applaud Hussain's contribution towards your query and second his views. In addition to what he has rightly pointed out, please consider my suggestion. If they are trying to retain you, consider listening to them. It doesn't mean you would accept what they offer you, but give them a full chance to make an offer. Please shift your focus from demanding to what truly matters for you. Identify the points in the list that are suggestions but not a request. Suppose an absence of performance appraisal is a machinery-related suggestion, whereas requesting a mentor or a sponsor for your growth is an individual request. Your list would be roughly drilled down to a promotion or a hike in salary, at the most a longer onsite option.
The reason why I am requesting this is that the company may never have valued you, but rightly knows your worth. However, this still does not guarantee that they would agree to what you request or make an offer that equates to your worth.
Once that happens, your way out becomes easier; you can gracefully thank them and walk away.
This kind of process will put the ball in their court, rather than you waging war on them. As Hussain suggested, remain extremely composed throughout the discussion. Remember, you have worked for them, so if there are any options for you to be valued and earn the fruits of your effort, you should not stand to lose out on it.
Pray you receive the best results. Wish you all the success!
Regards,
Cite Contribution
From India, Mumbai
Acknowledge(0)Amend(0)
Firstly, congratulations on the achievements you have made so far. Managing and delivering such responsibilities reaps immense learning, and that's your greatest takeaway. Congratulations on it!
I applaud Hussain's contribution towards your query and second his views. In addition to what he has rightly pointed out, please consider my suggestion. If they are trying to retain you, consider listening to them. It doesn't mean you would accept what they offer you, but give them a full chance to make an offer. Please shift your focus from demanding to what truly matters for you. Identify the points in the list that are suggestions but not a request. Suppose an absence of performance appraisal is a machinery-related suggestion, whereas requesting a mentor or a sponsor for your growth is an individual request. Your list would be roughly drilled down to a promotion or a hike in salary, at the most a longer onsite option.
The reason why I am requesting this is that the company may never have valued you, but rightly knows your worth. However, this still does not guarantee that they would agree to what you request or make an offer that equates to your worth.
Once that happens, your way out becomes easier; you can gracefully thank them and walk away.
This kind of process will put the ball in their court, rather than you waging war on them. As Hussain suggested, remain extremely composed throughout the discussion. Remember, you have worked for them, so if there are any options for you to be valued and earn the fruits of your effort, you should not stand to lose out on it.
Pray you receive the best results. Wish you all the success!
Regards,
Cite Contribution
From India, Mumbai
Acknowledge(0)Amend(0)
I would suggest you "demonstrate" your need for the demands rather than "speak" of them. If you can objectively point out instances on that (Cause-Effect in numbers or monetary terms), it will help management understand the issue.
And please talk to the top management. Some companies have a problem at the top, so if yours is one of them, you will know and can stop discussing when you get a counter-attack. But I hope you have a standby before you head down that road. Things could go "terribly wrong," and you don't want to be left with nothing.
From United States, Daphne
Acknowledge(0)Amend(0)
And please talk to the top management. Some companies have a problem at the top, so if yours is one of them, you will know and can stop discussing when you get a counter-attack. But I hope you have a standby before you head down that road. Things could go "terribly wrong," and you don't want to be left with nothing.
From United States, Daphne
Acknowledge(0)Amend(0)
Dear Cherry, going by the list of your demands, it appears that your management follows practices from the 18th century. How you could complete three and a half years there, only you know. Hats off to you! Do you think they will accede to your demands? Even if they accept, they will move from the 18th century to the 19th century. I don't think so. You should have stuck to your guns rather than accepting the course of sitting across the table for negotiations.
Your employer has prohibited your personality from growing. You will pay a high price for this in the future. The benefit of the high salary that you will get by withdrawing your resignation is just a minuscule benefit compared to your loss. Have you done this cost-benefit analysis?
Anyway, the choice is yours.
Regards,
Dinesh V Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Your employer has prohibited your personality from growing. You will pay a high price for this in the future. The benefit of the high salary that you will get by withdrawing your resignation is just a minuscule benefit compared to your loss. Have you done this cost-benefit analysis?
Anyway, the choice is yours.
Regards,
Dinesh V Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
I think you FIRST NEED TO MAKE UP YOUR MIND whether you will stay back if the company addresses a few steps on your list. However, I shall repeat what Dinesh V Divekar suggested: "Even if they accept, they will move from the 18th century to the 19th century." Such things take time to change—and in many cases, it takes many knocks to push towards the desired changes.
If you have already decided to CHANGE FROM THIS JOB, COME WHAT MAY, I still think you must give them this feedback for two reasons: (1) After all, if you are what you are today, it's because of this company, despite its many flaws. (2) You owe it to the team you built—you mentioned 15—so that at least THEY benefit from your feedback. It's easy to think 'what's in it for me,' but not very often does an opportunity come to pass on the benefits to others WITHOUT you getting benefited in any direct way. I think you have such an opportunity—don't let it pass. Incidentally, CiteHR is one such avenue with a heavy concentration of good Samaritans—but that's beside the point, I guess.
If you think this makes sense, the best way to give the right & full & unadulterated feedback is during the Exit Interview. Until then, just tell everyone who asks that you have made your decision—just don't give any scope for a discussion. If you do, then you are allowing yourself into a trap.
On the last day of your working, even if there is no concept of an Exit Interview, mail the top management [the idea being to put these important inputs to the company on record from your end] the points you mentioned here, keeping in mind what (Cite Contribution) mentioned: mention the points as 'suggestions & observations,' maybe with a comment that the management can consider them for whatever the points are worth. In fact, the fear-factor that you now have will not be there & you won't even have to ask anyone: "Could you please let me know how to convey the above issues to the higher-level management?" You will 'know' what & how to do it. That's human psychology, I guess—the fear factor just goes when YOUR NEXT STEP isn't linked with what you are doing NOW.
All the Best.
Regards, TS
From India, Hyderabad
Acknowledge(0)Amend(0)
If you have already decided to CHANGE FROM THIS JOB, COME WHAT MAY, I still think you must give them this feedback for two reasons: (1) After all, if you are what you are today, it's because of this company, despite its many flaws. (2) You owe it to the team you built—you mentioned 15—so that at least THEY benefit from your feedback. It's easy to think 'what's in it for me,' but not very often does an opportunity come to pass on the benefits to others WITHOUT you getting benefited in any direct way. I think you have such an opportunity—don't let it pass. Incidentally, CiteHR is one such avenue with a heavy concentration of good Samaritans—but that's beside the point, I guess.
If you think this makes sense, the best way to give the right & full & unadulterated feedback is during the Exit Interview. Until then, just tell everyone who asks that you have made your decision—just don't give any scope for a discussion. If you do, then you are allowing yourself into a trap.
On the last day of your working, even if there is no concept of an Exit Interview, mail the top management [the idea being to put these important inputs to the company on record from your end] the points you mentioned here, keeping in mind what (Cite Contribution) mentioned: mention the points as 'suggestions & observations,' maybe with a comment that the management can consider them for whatever the points are worth. In fact, the fear-factor that you now have will not be there & you won't even have to ask anyone: "Could you please let me know how to convey the above issues to the higher-level management?" You will 'know' what & how to do it. That's human psychology, I guess—the fear factor just goes when YOUR NEXT STEP isn't linked with what you are doing NOW.
All the Best.
Regards, TS
From India, Hyderabad
Acknowledge(0)Amend(0)
I think this is an opportunity to capitalize on if the management takes a few steps forward. I believe it's better to be cautious and maintain a low profile than to exaggerate issues, especially from a long-term perspective. Your suggestion is like a wife divorcing her husband and telling him what he could do before leaving. I don't think you would want to take that kind of nonsense, especially if you are from the 18th century. Don't you agree?
And Dinesh, I agree with your perception. However, it might be unwise to assume that this is the whole picture. We are definitely missing some of the positives. If this were the only issue, the company would struggle even in the short run, while this one is actually growing 15-fold in 3 years! So, we are definitely not seeing the whole picture.
If he could demonstrate what effects were caused due to each of the demands and convince them to take these up, he could possibly be promoted to a key member of their management team. I wouldn't let such a person go, and I am sure the company wouldn't want to if he is able to substantiate his claims in business terms. If not, it could be interpreted as some baseless feelings and allegations that have no business basis. I know it's sad, but it is often true! That's where consultants pitch in as the 'doctors.'
From United States, Daphne
Acknowledge(0)Amend(0)
And Dinesh, I agree with your perception. However, it might be unwise to assume that this is the whole picture. We are definitely missing some of the positives. If this were the only issue, the company would struggle even in the short run, while this one is actually growing 15-fold in 3 years! So, we are definitely not seeing the whole picture.
If he could demonstrate what effects were caused due to each of the demands and convince them to take these up, he could possibly be promoted to a key member of their management team. I wouldn't let such a person go, and I am sure the company wouldn't want to if he is able to substantiate his claims in business terms. If not, it could be interpreted as some baseless feelings and allegations that have no business basis. I know it's sad, but it is often true! That's where consultants pitch in as the 'doctors.'
From United States, Daphne
Acknowledge(0)Amend(0)
I agree with Nikhil here; the presentation of the facts (which may also be perception) should be in a manner that it looks more like a business proposal with cause and effect in monetary terms. There are some companies that won't even stop the candidate after looking at the allegations/suggestions list. So if we have one chance here, let's capitalize on it to the fullest and present the scenario by enhancing the positives of the company.
If Cherry has been working in the organization for the last 3.5 years, there would surely be many positives. Also, as Nikhil mentioned, it is not the whole picture.
Also, being emotional should be avoided, no matter how hurt or angry you are about things. Be professional and relate examples, and use words such as barriers in growth, communication gaps, etc.
All the seniors have given wonderful suggestions. All the best, and be prepared as things can go wrong anytime.
From India, Delhi
Acknowledge(0)Amend(0)
If Cherry has been working in the organization for the last 3.5 years, there would surely be many positives. Also, as Nikhil mentioned, it is not the whole picture.
Also, being emotional should be avoided, no matter how hurt or angry you are about things. Be professional and relate examples, and use words such as barriers in growth, communication gaps, etc.
All the seniors have given wonderful suggestions. All the best, and be prepared as things can go wrong anytime.
From India, Delhi
Acknowledge(0)Amend(0)
Good morning, everybody. This type of situation has happened to me twice. The first thing I did was think about what would happen to me and the company if I were not in the company. Write down all the positive and negative aspects for both scenarios. Then, rewrite the same thing.
The reason I say this is because if we rewrite something, it will often differ between the first and second versions. If you are satisfied, convey the details to whom you report regularly. Then, wait for the outcome. If your details are correct, you will either attain a better and happier position or have a clean exit. Enjoy whatever the outcome may be.
Thanks,
L. J. Rajagopalan
Lakshmi Enterprises
From India, Madras
Acknowledge(0)Amend(0)
The reason I say this is because if we rewrite something, it will often differ between the first and second versions. If you are satisfied, convey the details to whom you report regularly. Then, wait for the outcome. If your details are correct, you will either attain a better and happier position or have a clean exit. Enjoy whatever the outcome may be.
Thanks,
L. J. Rajagopalan
Lakshmi Enterprises
From India, Madras
Acknowledge(0)Amend(0)
The resignation submission must have been planned, taking into account all angles of your considerations for the job. Once resigned, it will be prudent if you stick to your decision. If the management could not give recognition during your many years with the organization, there is little chance of them changing now. By this time, you may have committed to a new company, which you should join. All the best wishes.
Regards
From India, Faridabad
Acknowledge(0)Amend(0)
Regards
From India, Faridabad
Acknowledge(0)Amend(0)
Even I face the same kind of problem in my organization. Almost a year back, I was promised a promotion within six months, but until now, nothing has happened. I'm in a dilemma about whether to stick with my current job or to change it.
From India, Bangalore
Acknowledge(0)Amend(0)
From India, Bangalore
Acknowledge(0)Amend(0)
Hi Cherry, you have already received a long and reasonable suggestion. At first glance, it seems like a common matter of employee grievance. Could you tell me what you observe from all?
Regards, Shahid Khan
Regional HR
From India, Ujjain
Acknowledge(0)Amend(0)
Regards, Shahid Khan
Regional HR
From India, Ujjain
Acknowledge(0)Amend(0)
Congratulations on your experience, and thank you for sharing your grievances here. All the members of the CiteHR family have provided valuable suggestions. I would like to say that you are a leader, and if you try to change the organizational culture, it would be beneficial for your colleagues and friends. They will appreciate it, and who knows, I may also join in the future.
With Kindest Regards,
Dhananjay, MSW-HR
From India, Mumbai
Acknowledge(0)Amend(0)
With Kindest Regards,
Dhananjay, MSW-HR
From India, Mumbai
Acknowledge(0)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
Effective employee retention strategies-BPO. doc
Employee Retention Tools.pdf
Employee retention.pptx