Hi all,
Much has been said in the thread.
I understand that most of you are unhappy with the way an exiting employee is treated (especially with regards to the final settlement of the employee). I also understand that we as the HR fraternity do not want to be branded as the tough nuts for the organization.
However, I'd like all of you to think about one thing. Have you resigned from a job and have been treated unpleasantly? Most of us would reply in the positive for this. So the next thing we need to do is put down our thoughts on what hurt us the most. Once we have an answer to this, we should work towards not letting employees from within our organization undergo the same difficulties when they quit.
I do understand that we cannot hold exiting employees to their money, but we can definitely get the finance, payroll, or any other team to agree on a workable date and get them to meet the date to credit the F&F. In the meantime, it is up to us as the HR fraternity to communicate with the exiting employee. I have come across many situations where a simple call informing the employee where the settlement is held up really works. They definitely appreciate the fact that someone is concerned. The key is to communicate with the employee.
I am speaking here from the experience of having led the HR team for a BPO. I have handled smooth exits of employees from the TM level to senior VP level. I should mention here that at all levels, employees are reasonable human beings who would prefer reasoning over lame excuses. State the facts and they are more than willing to wait.
From United Arab Emirates, Dubai
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2Much has been said in the thread.
I understand that most of you are unhappy with the way an exiting employee is treated (especially with regards to the final settlement of the employee). I also understand that we as the HR fraternity do not want to be branded as the tough nuts for the organization.
However, I'd like all of you to think about one thing. Have you resigned from a job and have been treated unpleasantly? Most of us would reply in the positive for this. So the next thing we need to do is put down our thoughts on what hurt us the most. Once we have an answer to this, we should work towards not letting employees from within our organization undergo the same difficulties when they quit.
I do understand that we cannot hold exiting employees to their money, but we can definitely get the finance, payroll, or any other team to agree on a workable date and get them to meet the date to credit the F&F. In the meantime, it is up to us as the HR fraternity to communicate with the exiting employee. I have come across many situations where a simple call informing the employee where the settlement is held up really works. They definitely appreciate the fact that someone is concerned. The key is to communicate with the employee.
I am speaking here from the experience of having led the HR team for a BPO. I have handled smooth exits of employees from the TM level to senior VP level. I should mention here that at all levels, employees are reasonable human beings who would prefer reasoning over lame excuses. State the facts and they are more than willing to wait.
From United Arab Emirates, Dubai
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Hi friends,
I caught on the discussion quite late, but then I totally agree with the views expressed by you, especially because I am myself suffering from this attitude of HR. I left my previous company 3 months ago, and despite my several follow-ups and calls, the HR has not given me a clear answer as to when I would be getting my F&F. Worse still, the concerned HR guy has now stopped taking my calls.
I just don't understand what their problem is and why they aren't coming forthwith on this. To top it all off, the company is one of the leading telecom companies that boasts of a culture which, as per them, none has. I could have understood if there had been an availability problem of the concerned for approval, but my friends in the company tell me that the HR guy has not even forwarded the proposal and the F&F clearance to finance, etc. Come to think of it, this happens to one of the better performers who was rated excellent by his boss.
Regards,
Ritesh Chandra.
From India, Mumbai
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I caught on the discussion quite late, but then I totally agree with the views expressed by you, especially because I am myself suffering from this attitude of HR. I left my previous company 3 months ago, and despite my several follow-ups and calls, the HR has not given me a clear answer as to when I would be getting my F&F. Worse still, the concerned HR guy has now stopped taking my calls.
I just don't understand what their problem is and why they aren't coming forthwith on this. To top it all off, the company is one of the leading telecom companies that boasts of a culture which, as per them, none has. I could have understood if there had been an availability problem of the concerned for approval, but my friends in the company tell me that the HR guy has not even forwarded the proposal and the F&F clearance to finance, etc. Come to think of it, this happens to one of the better performers who was rated excellent by his boss.
Regards,
Ritesh Chandra.
From India, Mumbai
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Dear All, I again would like to remaind you that the purpose of writing this article is just to give an insight and motive young HR to pull up thier socks for thier employees Thanks Gopik
From India, Chandigarh
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From India, Chandigarh
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Dear all,
I am in the field of FMCG manufacturing company handling logistics activities. I take care of commercial activities such as creating invoices, checking stock, following up on purchase orders, assisting with the purchase function when needed, and liaising with clients regarding courier and cargo matters.
My work experience includes 2 years as a medical representative (my first job), 2 years in the administrative department, and 6 years in commercial activities, purchasing, and storage management.
Due to family issues in the last 2 years, I had to take a break and stayed at home without any work. Recently, I joined an EMS company as a Supply Chain Coordinator, despite having an electronic background. I am content with this new opportunity as the company is new and has yet to commence sales activities. However, I am facing challenges due to the gap in my work history. I am struggling to recall some export-related rules and regulations. I am making an effort to stay updated by browsing commercial details daily to refresh my knowledge.
My main concern is that I feel I am lagging behind in today's competitive environment. The person I report to is of the same age, and I experience a sense of inferiority complex as in my previous roles, I reported to more senior individuals. I find it difficult to adjust to reporting to younger colleagues and sometimes have communication issues. I unintentionally come across as rude to them and treat some individuals as junior employees, even if they are not. I am aware that I possess more knowledge and experience than them, but my new role has led to me receiving different treatment. At times, I end up giving orders out of habit developed from my previous experiences.
I am seeking advice on how to address these challenges. I am considering enrolling in a course as a potential solution but am unsure of the right approach. Your suggestions and guidance would be greatly appreciated.
Please assist me.
Thanks & Regards,
simirali@yahoo.com
From India, Bangalore
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I am in the field of FMCG manufacturing company handling logistics activities. I take care of commercial activities such as creating invoices, checking stock, following up on purchase orders, assisting with the purchase function when needed, and liaising with clients regarding courier and cargo matters.
My work experience includes 2 years as a medical representative (my first job), 2 years in the administrative department, and 6 years in commercial activities, purchasing, and storage management.
Due to family issues in the last 2 years, I had to take a break and stayed at home without any work. Recently, I joined an EMS company as a Supply Chain Coordinator, despite having an electronic background. I am content with this new opportunity as the company is new and has yet to commence sales activities. However, I am facing challenges due to the gap in my work history. I am struggling to recall some export-related rules and regulations. I am making an effort to stay updated by browsing commercial details daily to refresh my knowledge.
My main concern is that I feel I am lagging behind in today's competitive environment. The person I report to is of the same age, and I experience a sense of inferiority complex as in my previous roles, I reported to more senior individuals. I find it difficult to adjust to reporting to younger colleagues and sometimes have communication issues. I unintentionally come across as rude to them and treat some individuals as junior employees, even if they are not. I am aware that I possess more knowledge and experience than them, but my new role has led to me receiving different treatment. At times, I end up giving orders out of habit developed from my previous experiences.
I am seeking advice on how to address these challenges. I am considering enrolling in a course as a potential solution but am unsure of the right approach. Your suggestions and guidance would be greatly appreciated.
Please assist me.
Thanks & Regards,
simirali@yahoo.com
From India, Bangalore
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Dear Gopi,
I would like to share a few things here:
In a company, HR is not the only person who decides on the employees who leave the organization; the management also plays a significant role. Moreover, it also depends on how the employee quits. For example, if they quit in the middle of a project or if they damage client relationships, etc.
In our company, we treat employees well. Even when we have to let them go due to performance reasons, we try to provide them with a resignation letter stating that they resigned voluntarily.
Thanks,
Viji
From India, Madras
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I would like to share a few things here:
In a company, HR is not the only person who decides on the employees who leave the organization; the management also plays a significant role. Moreover, it also depends on how the employee quits. For example, if they quit in the middle of a project or if they damage client relationships, etc.
In our company, we treat employees well. Even when we have to let them go due to performance reasons, we try to provide them with a resignation letter stating that they resigned voluntarily.
Thanks,
Viji
From India, Madras
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For those who feel that HR is delaying F&F purposely,
Most reputed companies have SLAs for giving out F&F. It means that HR must issue the F&F within that stipulated time (can even be 90 days for some PCMMi level 5 companies). Most employees don't know about this and they demand F&F with a preset notion that HR is purposely delaying it.
Kindly note that HR needs to depend on a lot of other parallel functions to get an F&F cleared. Most of the companies have very stringent processes, and HR needs support and clarity from other dependent departments.
Moreover, smooth exit and F&F will depend a lot on the nature of employee separation. If the exit is clean and the rapport is good, things will move very easily. It is highly unprofessional to harass an employee during his/her exit, but unfortunately, there are very few professionals in the industry. We all are human beings and would naturally tend to err!!! So my advice to all - It is better to build some good on-the-job relationships within the organization so that it may come in handy during the exit..
Thanks & Regards
From India, Kochi
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Most reputed companies have SLAs for giving out F&F. It means that HR must issue the F&F within that stipulated time (can even be 90 days for some PCMMi level 5 companies). Most employees don't know about this and they demand F&F with a preset notion that HR is purposely delaying it.
Kindly note that HR needs to depend on a lot of other parallel functions to get an F&F cleared. Most of the companies have very stringent processes, and HR needs support and clarity from other dependent departments.
Moreover, smooth exit and F&F will depend a lot on the nature of employee separation. If the exit is clean and the rapport is good, things will move very easily. It is highly unprofessional to harass an employee during his/her exit, but unfortunately, there are very few professionals in the industry. We all are human beings and would naturally tend to err!!! So my advice to all - It is better to build some good on-the-job relationships within the organization so that it may come in handy during the exit..
Thanks & Regards
From India, Kochi
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Hi All,
I believe the exit process needs to be handled more sensitively by us. Large organizations have defined processes and SLAs with an HR team handling only exit processes. In such cases, the delays may be reduced comparatively. Still, the most important thing is our attitude towards the exiting employee, regardless of the kind of exit; we need to do justice to our profession.
Most organizations have a skewed Employee to HR ratio, thus the HR team is always in the line of fire. In small to mid-size organizations, the HR contact is a one-man/2-man army. When they prioritize their tasks, exit processes are low on priority simply because they are pressured for replacements/recruitments, thereby making them bitter in some cases. Being overworked and not appreciated for their work makes them rude at times. Thus, the outgoing employees may face certain hardships.
There are numerous factors/departments involved in the process, and yes, at times, delays are inevitable. During such times, all that is required is a mode of communicating these delays to the exiting employee through a mail or a phone call. It goes a long way in building a positive image for the company. A disgruntled employee would badmouth the company, ultimately causing more damage.
Also, we need to understand that we never know when we may cross paths again with these individuals. They could come back to you, or in case you move on, you could run into them again. It is always nice to have a positive track record. This positive image and attitude will take you a long way.
The world is such a small place. Sharing my own experience: I am still in touch with ex-employees (not from HR) from my previous organizations; they would still call me if they need advice on any HR issue. As HR professionals, we need to build bridges; these small tools help us in the long run.
Regards,
Preeti
From India, Pune
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I believe the exit process needs to be handled more sensitively by us. Large organizations have defined processes and SLAs with an HR team handling only exit processes. In such cases, the delays may be reduced comparatively. Still, the most important thing is our attitude towards the exiting employee, regardless of the kind of exit; we need to do justice to our profession.
Most organizations have a skewed Employee to HR ratio, thus the HR team is always in the line of fire. In small to mid-size organizations, the HR contact is a one-man/2-man army. When they prioritize their tasks, exit processes are low on priority simply because they are pressured for replacements/recruitments, thereby making them bitter in some cases. Being overworked and not appreciated for their work makes them rude at times. Thus, the outgoing employees may face certain hardships.
There are numerous factors/departments involved in the process, and yes, at times, delays are inevitable. During such times, all that is required is a mode of communicating these delays to the exiting employee through a mail or a phone call. It goes a long way in building a positive image for the company. A disgruntled employee would badmouth the company, ultimately causing more damage.
Also, we need to understand that we never know when we may cross paths again with these individuals. They could come back to you, or in case you move on, you could run into them again. It is always nice to have a positive track record. This positive image and attitude will take you a long way.
The world is such a small place. Sharing my own experience: I am still in touch with ex-employees (not from HR) from my previous organizations; they would still call me if they need advice on any HR issue. As HR professionals, we need to build bridges; these small tools help us in the long run.
Regards,
Preeti
From India, Pune
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Hi folks,
In some cases, finance people think that they are the bosses and that they are generating money for the company, leading the company because they deal with money. However, when HR sends the F & F clearance request to Finance, they feel like they are paying from their own pocket and further delay it by citing reasons such as "out of budget" or "waiting for funds to flow."
Regards,
Vamsi
From India, Hyderabad
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In some cases, finance people think that they are the bosses and that they are generating money for the company, leading the company because they deal with money. However, when HR sends the F & F clearance request to Finance, they feel like they are paying from their own pocket and further delay it by citing reasons such as "out of budget" or "waiting for funds to flow."
Regards,
Vamsi
From India, Hyderabad
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