Hi,
I hope our members given you the maximum inputs, but i would like to add on the following points,
1) Always ensure proper screening, psychometric tests and other stringent HR selection process, especially when you hire critical talents.
2) If you adopt and follow the above point meticulously, i hope you won't encounter issues like this in future.
3) HR induction should be really strong enough and always coach employees on HR policies and procedures.
4) Set a code of business conduct principles and mentor your employees on integrity.
If you do the ground work correctly, you wont face these kind of issues. Because today you faced one tomorrow 10 critical talents may turn up in the same style. So its better to fine tune your recruitment process.
Thanks for your understanding
Sivakumar
From India, Madras
I hope our members given you the maximum inputs, but i would like to add on the following points,
1) Always ensure proper screening, psychometric tests and other stringent HR selection process, especially when you hire critical talents.
2) If you adopt and follow the above point meticulously, i hope you won't encounter issues like this in future.
3) HR induction should be really strong enough and always coach employees on HR policies and procedures.
4) Set a code of business conduct principles and mentor your employees on integrity.
If you do the ground work correctly, you wont face these kind of issues. Because today you faced one tomorrow 10 critical talents may turn up in the same style. So its better to fine tune your recruitment process.
Thanks for your understanding
Sivakumar
From India, Madras
Nisha,
It is a pity that your employee is leaving. Most times HR just goes by what the managers say and actually implicate their employees falsely.
If the task cannot be done by anyone else in the company, it would be even harder to manage it. So, try to understand what she was doing from her manager and ask him/her the exact details of the skills that are currently not available in the organization. It might very well be that her manager has the skill, but her subordinates do not have the skill. So, now, for a moment, think like the employee. She is given staff who 'cannot' (read 'do not wish to') do that task and a manager who doesn't want to do it. I think this employee was not given the right environment to work. And the employee doesn't have the right incentive to continue. Needless to say, you will find a big 'hole' to fill... but the bottom line is that your employee must not be at fault.
Before you start wielding the wand of HR, try to fairly evaluate the situation. I think there is more to the story than what you are presenting...
Reg
From United States, Daphne
50It is a pity that your employee is leaving. Most times HR just goes by what the managers say and actually implicate their employees falsely.
If the task cannot be done by anyone else in the company, it would be even harder to manage it. So, try to understand what she was doing from her manager and ask him/her the exact details of the skills that are currently not available in the organization. It might very well be that her manager has the skill, but her subordinates do not have the skill. So, now, for a moment, think like the employee. She is given staff who 'cannot' (read 'do not wish to') do that task and a manager who doesn't want to do it. I think this employee was not given the right environment to work. And the employee doesn't have the right incentive to continue. Needless to say, you will find a big 'hole' to fill... but the bottom line is that your employee must not be at fault.
Before you start wielding the wand of HR, try to fairly evaluate the situation. I think there is more to the story than what you are presenting...
Reg
From United States, Daphne
Thanks Nikhil.
I completely agree that there are loopholes. But here situation is loose at both the ends. It is management's fault as well as employee's. As suggested I am trying to understand who could take over the handover charge, and if at all we wld need that employee to come down to the office or not. Since, she upfront said that she does not need a relieving letter, she has no obligation now.
Nisha
From India, Pune
I completely agree that there are loopholes. But here situation is loose at both the ends. It is management's fault as well as employee's. As suggested I am trying to understand who could take over the handover charge, and if at all we wld need that employee to come down to the office or not. Since, she upfront said that she does not need a relieving letter, she has no obligation now.
Nisha
From India, Pune
Nisha,
There is not much of freedom for you to think. You will need to assign her responsibilities to her manager/boss! I don't see much room for discussion. He has to ensure it is done.
As far as handover is concerned, he surely knows the situation. And he has to find a solution because he has to meet his assigned business objectives.
I don't think you should entertain the idea of calling back that employee and 'discussing' or 'putting pressure' on the employee. It is not going to be a healthy meeting. And like I said, you might quickly make things worse off for both sides.
Reg,
Nikhil
From United States, Daphne
There is not much of freedom for you to think. You will need to assign her responsibilities to her manager/boss! I don't see much room for discussion. He has to ensure it is done.
As far as handover is concerned, he surely knows the situation. And he has to find a solution because he has to meet his assigned business objectives.
I don't think you should entertain the idea of calling back that employee and 'discussing' or 'putting pressure' on the employee. It is not going to be a healthy meeting. And like I said, you might quickly make things worse off for both sides.
Reg,
Nikhil
From United States, Daphne
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