Hello,
Please go through the scenario:
I am working in an IT firm ("ABC") as an HR personnel. One of the permanent employees of ABC submitted his resignation as he received a better opportunity in another location. According to the process, he was required to serve a 60-day notice period at ABC, but he requested to be allowed to leave in 30 days. Due to major dependencies, after discussing with the project manager, I advised him to line up his project as he held a significant role in that project. He agreed to my suggestion and continued with the notice period. However, after serving 20 days of the notice period, he suddenly did not come to the office and switched off his phone. We attempted all possible ways to reach out to him, but our efforts were in vain. He also did not delegate the project code to the Team Lead. After trying for 10 days, one day, out of fear of legal actions, he called and delegated all the codes, but it was still very challenging to reshape the project. The key point for discussion here is that I do not want anyone else to follow the same path.
Therefore, please suggest actions I can take to make him aware of professionalism and to make others aware of the policies.
Thank you.
From India, Bhubaneswar
Acknowledge(0)
Amend(0)
3Please go through the scenario:
I am working in an IT firm ("ABC") as an HR personnel. One of the permanent employees of ABC submitted his resignation as he received a better opportunity in another location. According to the process, he was required to serve a 60-day notice period at ABC, but he requested to be allowed to leave in 30 days. Due to major dependencies, after discussing with the project manager, I advised him to line up his project as he held a significant role in that project. He agreed to my suggestion and continued with the notice period. However, after serving 20 days of the notice period, he suddenly did not come to the office and switched off his phone. We attempted all possible ways to reach out to him, but our efforts were in vain. He also did not delegate the project code to the Team Lead. After trying for 10 days, one day, out of fear of legal actions, he called and delegated all the codes, but it was still very challenging to reshape the project. The key point for discussion here is that I do not want anyone else to follow the same path.
Therefore, please suggest actions I can take to make him aware of professionalism and to make others aware of the policies.
Thank you.
From India, Bhubaneswar
Acknowledge(0)Amend(0)
Any suggestions please. I guess here i am expecting some expert suggestions.
From India, Bhubaneswar
Acknowledge(0)Amend(0)
From India, Bhubaneswar
Acknowledge(0)Amend(0)
Hello,
This is one of the downsides of the current 'absconding' mentality of many employees, especially in the IT sector.
Your query has 2 parts: (1) ensuring the employees adhere to the Notice Period norms, and (2) ensuring the work is not unduly affected IN CASE the employee leaves earlier [whatever be the modus operandi].
Addressing Part (2) first, let's accept one reality here.
Most companies in the IT sector want the guys to JOIN ASAP when it comes to them, but LOATHE to relieve earlier. I am not sure to what extent your company agrees to wait for any Joinee to complete his/her NP before joining you, but many, if not most, IT companies don't.
Without even realizing, the mental/psychological foundation has already been laid even before the employee joins you. Invariably, the unwritten message that goes across to the individual is 'it's OK to vanish IF it suits you'. Just see the many threads in citeHR.
Action Point-1:
Suggest plan things better to ensure that the waiting time - while the Joinee completes his/her NP in the earlier company - is factored into your hiring process. This is surely NOT just related to the HR Dept; a lot of involvement WILL have to be from the technical/project guys, since it's THEY who will be finally affected.
'Just-in-time' hiring is all fine in concept, but unless such factors aren't taken into account, it's ALSO a sureshot strategy to have the situations you are now facing.
Action Point-2:
Though I can't really generalize this, many IT companies begin the handing-over process [KT] almost at the fag-end of the NP.
I have known cases when even the identification of the alternate employee who will take-over wasn't done until a week before the NP completion, and then the employee is asked to stay back for another week or so. I also know of extreme cases when more projects were assigned during the NP.
The only way to handle a situation where the work is NOT affected IF an employee vanishes mid-way thru the NP is to begin planning the KT within a few days after resignation acceptance, presuming the acceptance is within a few days of resigning. Here again, I know of cases where the Acceptance wasn't given until mid-way of the NP, whereby the employee is thoroughly disenchanted and frustrated. What interest can one expect from such an employee who begins to get a feeling that he/she is being put/hung on a thread? In the long-run, it's the company which will suffer, as the KT is done more for the sake of doing than otherwise.
However, this is NOT to say that there won't be any smart-alecs who think they can get away by absconding despite the most professional treatment by the company; there surely will be now and then. You have got to expect them, but more as an exception than as a rule.
This is where HR has to lay down the ground rules immediately after the resignation, during the usual brain-washing sessions that happen after a resignation.
This is easier for an IT company, since source codes, etc., are involved that can lead to legal tangles for the company and the employee IF he acts funny. During this meeting, it's always better to lay down the broad timelines for the relieving process vis-a-vis the stages in the process like identification of taking-over person, KT, etc., which means all the steps have to be thought out EARLIER by HR and the technical leads/bosses.
That would ensure BOTH the company and the employee are clear about the process and timelines, and more importantly, the employee also gets to know WHAT CAN happen IF he breaks the rules of this game in his/her last lap with this company.
Coming to Part (1) of your query, this essentially is a CULMINATION of the effects of the process implementation of Part-2. It would take some time, but as long as any employee knows that the whole process is fair and transparent AND what would happen IF any tricks are tried, people are more than likely to get into the groove.
All the Best.
Rgds,
TS
From India, Hyderabad
Acknowledge(0)Amend(0)
This is one of the downsides of the current 'absconding' mentality of many employees, especially in the IT sector.
Your query has 2 parts: (1) ensuring the employees adhere to the Notice Period norms, and (2) ensuring the work is not unduly affected IN CASE the employee leaves earlier [whatever be the modus operandi].
Addressing Part (2) first, let's accept one reality here.
Most companies in the IT sector want the guys to JOIN ASAP when it comes to them, but LOATHE to relieve earlier. I am not sure to what extent your company agrees to wait for any Joinee to complete his/her NP before joining you, but many, if not most, IT companies don't.
Without even realizing, the mental/psychological foundation has already been laid even before the employee joins you. Invariably, the unwritten message that goes across to the individual is 'it's OK to vanish IF it suits you'. Just see the many threads in citeHR.
Action Point-1:
Suggest plan things better to ensure that the waiting time - while the Joinee completes his/her NP in the earlier company - is factored into your hiring process. This is surely NOT just related to the HR Dept; a lot of involvement WILL have to be from the technical/project guys, since it's THEY who will be finally affected.
'Just-in-time' hiring is all fine in concept, but unless such factors aren't taken into account, it's ALSO a sureshot strategy to have the situations you are now facing.
Action Point-2:
Though I can't really generalize this, many IT companies begin the handing-over process [KT] almost at the fag-end of the NP.
I have known cases when even the identification of the alternate employee who will take-over wasn't done until a week before the NP completion, and then the employee is asked to stay back for another week or so. I also know of extreme cases when more projects were assigned during the NP.
The only way to handle a situation where the work is NOT affected IF an employee vanishes mid-way thru the NP is to begin planning the KT within a few days after resignation acceptance, presuming the acceptance is within a few days of resigning. Here again, I know of cases where the Acceptance wasn't given until mid-way of the NP, whereby the employee is thoroughly disenchanted and frustrated. What interest can one expect from such an employee who begins to get a feeling that he/she is being put/hung on a thread? In the long-run, it's the company which will suffer, as the KT is done more for the sake of doing than otherwise.
However, this is NOT to say that there won't be any smart-alecs who think they can get away by absconding despite the most professional treatment by the company; there surely will be now and then. You have got to expect them, but more as an exception than as a rule.
This is where HR has to lay down the ground rules immediately after the resignation, during the usual brain-washing sessions that happen after a resignation.
This is easier for an IT company, since source codes, etc., are involved that can lead to legal tangles for the company and the employee IF he acts funny. During this meeting, it's always better to lay down the broad timelines for the relieving process vis-a-vis the stages in the process like identification of taking-over person, KT, etc., which means all the steps have to be thought out EARLIER by HR and the technical leads/bosses.
That would ensure BOTH the company and the employee are clear about the process and timelines, and more importantly, the employee also gets to know WHAT CAN happen IF he breaks the rules of this game in his/her last lap with this company.
Coming to Part (1) of your query, this essentially is a CULMINATION of the effects of the process implementation of Part-2. It would take some time, but as long as any employee knows that the whole process is fair and transparent AND what would happen IF any tricks are tried, people are more than likely to get into the groove.
All the Best.
Rgds,
TS
From India, Hyderabad
Acknowledge(0)Amend(0)Looking for something specific? - Join & Be Part Of Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.
EMPLOYEE EXIT CHECKLIST.doc
Performance Management Process - Power Point Presentation.pp t