Management - Don’t Look Now But Employees Are Resigning By Email
I received the following email from a part time employee on January 10th:
How do you react when a good employee walks out on you? What are your first feelings? The A’s: Anger and Anguish? The B’s; Befuddled and Baffled or is it the C’s; Chastened and Crying?
Unless the leaving was anticipated you may feel some of the dreaded F word- Fear. Fear on how, when and with whom to replace- not to mention handling the work in the meantime. Following are some thoughts on ex employees:
- Avoid too much consternation. Unless I’m really taken by surprise, or feel I did something that may have caused the person to leave, I tend to not question when an employee departs (exit interviews never saved person one in a company). First of all, would the person even tell me if I did something that upset them? Maybe, but my guess is no. That person’s already moving on. And me? To them, I’m yesterday’s news.
Also, everybody has their own paths to follow. So, I figure we shared paths for awhile. Now it’s over. The universe will to unfold according to plan for both of us. I usually say best wishes and thanks for working with us. That doesn’t mean I’m happy when an employee leaves. In fact, my initial reaction usually is the A’s (anger and anguish). But the other two A’s; acceptance and action quickly supplant them.
- Treat an employee as you would a cherished relationship. The best definition I’ve ever heard for a relationship is to accept the other’s foible’s while working on your own. Think about it. If both parties are doing that, the manager-employee relationship stands a good chance of being great (Come to think of it, so would a marriage!).
- Play to your employee’s strengths not where they need to improve. For example, I recently hired a coordinator for a part time position. I envisioned someone who would be able to work their route on their own without my interference. However, I soon discovered she wasn’t a great route planner. She didn’t feel comfortable doing that. She liked it if I suggested her stops. And much to my delight, she turned out to be an excellent trouble-shooter when she got to her areas. The fact she solved problems on the fly so well was exactly the skill I needed. So what if I had to take a little time each week and set her route.
- Prepare for your employee’s departure while they’re working for you. For example, after I read the email above, I called the person I already had in place who could and did take the over the duties of the departed. Between the email and contacting the replacement it took me five minutes to resolve this resignation. In fact, in true “take action and the world comes to your aid” fashion, the replacement person suggested someone she knew if I needed another hire!
- Treat your people like they want to be treated- Remember- the way they want to be treated- not the way you would want to be treated.
Many managers regurgitate the same old blather. “People are our best resource. Employees are the most important asset in or company. We’re a company that cares about their people.” Blah, Blah, Blah.
In practice, I found those dreary phrases to be inverse of what they purport to mean. Their real meaning is; “If we didn’t have to actually hire people to work here, we wouldn’t!”
If you have to use a clich- use this one: “Actions holler louder than words.” (I dislike clichs so please forgive my adjustment). If you demonstrate responsiveness, thoughtfulness, empathy and clarity- If you take the time to get to know your employee a little bit, words become background noise. That’s when mutual commitment takes over.
All this won’t stop people from walking out the door but at least the doorman will get to take longer naps between openings.
Steve Wyrostek MBA, BA
President- Gentle Ears, Inc.
541 N. 5th Ave.
Des Plaines, IL 60016
847-803-6991
steve@gentleears.com
http://www.gentleears.com
Member HRMAC, SHRM, ASTD, Association Forum of Chicago Regular Contributor to the Business Ledger
Gentle Ears- Where Listening and Learning Embrace
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