Should you try to keep an employee who is leaving?
29 November 2010
Read by 1891 persons
When a good employee announces their departure, it can be a shock. But before trying to dissuade them, you need to understand their reasons... and your own.
It's Murphy's Law, or the law of maximum aggravation. When an employee announces their resignation, it's usually at the worst possible time—when orders are booming or when you're already understaffed. Reacting calmly under pressure is never easy: should you resign yourself to their leaving or try to convince them to stay? And if you try to convince them, what arguments should you use? Before making a decision and during any potential negotiation, you must consider the following questions.
Are they looking for something better or more?
First, consider your employee's state of mind. Their decision may be motivated by a desire to do something else, to advance professionally, or it may be driven by resentment and a desire to make demands. In the first case, the departing employee is taking a positive approach: they may want to look elsewhere, but at least they are reacting constructively, showing a desire to move forward. This is the type of employee you want to keep. Second hypothesis: your employee only has demands; they are not looking for something better, but more. A raise, bonuses, benefits... Their approach and their language reveal a self-centered personality. You may want to let them go.
Is their contribution crucial?
To refine this assessment, you need to determine what this employee brings to the company. In other words: what are their results? How have they behaved with their colleagues? Are they truly a valuable asset? At this stage, you need to weigh three factors: the benefits of their presence, the losses their departure would represent, and the resources available to retain them.
Have they fully developed their plan?
You need to know how far they have taken their plans. Are they just showing signs of weariness or expressing dissatisfaction without taking action? In that case, keeping them shouldn't be too difficult. However, if they've scheduled a meeting to discuss their plans and especially if they've already signed with another company, the effort required to convince them will be considerably greater. But whatever the maturity of their decision, remember that any departing employee already has one foot out the door. If you decide to fight to keep them, acting quickly will increase your chances.
What is behind their decision?
The first temptation for a busy manager is obviously to open their checkbook. This is a quick fix, but also an easy one. It can work if salary is the only issue. However, if the problem lies elsewhere, it will only delay the inevitable. Most of the time, an employee asking for a raise actually has other expectations. These other expectations are what you need to identify with them.
During a meeting, identify together the reasons that are motivating them to leave. Let them explain themselves. This will show them that you are ready to listen and not to blame them. Ask direct questions: "What disappoints you about your current situation?", "What happened to make you want to leave?", "What could make you want to stay with us?" Once you have understood their real motivations, you can take appropriate action.
Do they have wanderlust?
Some employees don't imagine staying with the same employer for more than five years. If this is the case with your employee, offer them a real change, setting deadlines. If they have a relationship problem with their direct manager, offer them to join another department. And if they express strong needs for autonomy, try to meet them, even if it means creating a position, developing an activity, or opening a branch.
Another option: they want a promotion. In this case, it is up to you to outline their future prospects: "Paul is retiring in two years. I know you have the ability to succeed him. We will make sure you have the skills."
What can you offer them?
While flexibility is the main quality to be deployed in this type of negotiation, you must also remain credible. To avoid giving the impression that you only have "band-aid" solutions to offer, create a roadmap with them, a precise schedule to give them a clear vision of what they will be, have, and do in the next two or three years. This strategy, which has proven effective many times, is of course easier to adopt in a large company than in an SME, where career paths are more limited.
Should you talk about money?
Even if it is not the heart of the debate, you cannot ignore the financial question. First, because money is the lifeblood of talent (see the box). Second, because it is generally impossible to discuss career progression without mentioning salary. But approach the discussion by focusing on the "why" and the "how" rather than the "how much": "Why are you dissatisfied with your compensation?", "Why do you think it doesn't sufficiently reward your commitment?", "What levers do you want me to use?"
What amount should you offer?
If another employer offers them 500 euros more, you don't necessarily need to match it, even if you have the power to release such a sum. Simply showing that you are willing to make a financial effort may be enough, especially if your approach is constructive and thoughtful: "I can't give you an immediate 500 euro raise. But I can promise you a 300 euro raise in six months and a 500 euro raise in two and a half years, once you have acquired the skills necessary for the new position that will open up." Be careful, however, not to promise more than you can deliver, otherwise you risk incurring lasting and deserved resentment.
Should you involve your superior?
It is possible that despite your best efforts, you will not be able to convince your employee. If it's worth the effort, ask your superior to take over. They will undoubtedly have more perspective, a broader vision of the company and its opportunities, and greater means of action. Warning: this relay race should not drag on. The first sign of deadlock will be perceived by the employee as an inability of management to make a decision and may definitively convince them of the validity of their departure.
If they decide to leave anyway, acknowledge their choice during a meeting: explain that you respect their decision and express your desire to stay in touch. It often happens that disappointed employees ask to rejoin their former company after a few months.
Published November 9, 2010
Posted online November 29, 2010
capital.fr
It's Murphy's Law, or the law of maximum aggravation. When an employee announces their resignation, it's usually at the worst possible time—when orders are booming or when you're already understaffed. Reacting calmly under pressure is never easy: should you resign yourself to their leaving or try to convince them to stay? And if you try to convince them, what arguments should you use? Before making a decision and during any potential negotiation, you must consider the following questions.
Are they looking for something better or more?
First, consider your employee's state of mind. Their decision may be motivated by a desire to do something else, to advance professionally, or it may be driven by resentment and a desire to make demands. In the first case, the departing employee is taking a positive approach: they may want to look elsewhere, but at least they are reacting constructively, showing a desire to move forward. This is the type of employee you want to keep. Second hypothesis: your employee only has demands; they are not looking for something better, but more. A raise, bonuses, benefits... Their approach and their language reveal a self-centered personality. You may want to let them go.
Is their contribution crucial?
To refine this assessment, you need to determine what this employee brings to the company. In other words: what are their results? How have they behaved with their colleagues? Are they truly a valuable asset? At this stage, you need to weigh three factors: the benefits of their presence, the losses their departure would represent, and the resources available to retain them.
Have they fully developed their plan?
You need to know how far they have taken their plans. Are they just showing signs of weariness or expressing dissatisfaction without taking action? In that case, keeping them shouldn't be too difficult. However, if they've scheduled a meeting to discuss their plans and especially if they've already signed with another company, the effort required to convince them will be considerably greater. But whatever the maturity of their decision, remember that any departing employee already has one foot out the door. If you decide to fight to keep them, acting quickly will increase your chances.
What is behind their decision?
The first temptation for a busy manager is obviously to open their checkbook. This is a quick fix, but also an easy one. It can work if salary is the only issue. However, if the problem lies elsewhere, it will only delay the inevitable. Most of the time, an employee asking for a raise actually has other expectations. These other expectations are what you need to identify with them.
During a meeting, identify together the reasons that are motivating them to leave. Let them explain themselves. This will show them that you are ready to listen and not to blame them. Ask direct questions: "What disappoints you about your current situation?", "What happened to make you want to leave?", "What could make you want to stay with us?" Once you have understood their real motivations, you can take appropriate action.
Do they have wanderlust?
Some employees don't imagine staying with the same employer for more than five years. If this is the case with your employee, offer them a real change, setting deadlines. If they have a relationship problem with their direct manager, offer them to join another department. And if they express strong needs for autonomy, try to meet them, even if it means creating a position, developing an activity, or opening a branch.
Another option: they want a promotion. In this case, it is up to you to outline their future prospects: "Paul is retiring in two years. I know you have the ability to succeed him. We will make sure you have the skills."
What can you offer them?
While flexibility is the main quality to be deployed in this type of negotiation, you must also remain credible. To avoid giving the impression that you only have "band-aid" solutions to offer, create a roadmap with them, a precise schedule to give them a clear vision of what they will be, have, and do in the next two or three years. This strategy, which has proven effective many times, is of course easier to adopt in a large company than in an SME, where career paths are more limited.
Should you talk about money?
Even if it is not the heart of the debate, you cannot ignore the financial question. First, because money is the lifeblood of talent (see the box). Second, because it is generally impossible to discuss career progression without mentioning salary. But approach the discussion by focusing on the "why" and the "how" rather than the "how much": "Why are you dissatisfied with your compensation?", "Why do you think it doesn't sufficiently reward your commitment?", "What levers do you want me to use?"
What amount should you offer?
If another employer offers them 500 euros more, you don't necessarily need to match it, even if you have the power to release such a sum. Simply showing that you are willing to make a financial effort may be enough, especially if your approach is constructive and thoughtful: "I can't give you an immediate 500 euro raise. But I can promise you a 300 euro raise in six months and a 500 euro raise in two and a half years, once you have acquired the skills necessary for the new position that will open up." Be careful, however, not to promise more than you can deliver, otherwise you risk incurring lasting and deserved resentment.
Should you involve your superior?
It is possible that despite your best efforts, you will not be able to convince your employee. If it's worth the effort, ask your superior to take over. They will undoubtedly have more perspective, a broader vision of the company and its opportunities, and greater means of action. Warning: this relay race should not drag on. The first sign of deadlock will be perceived by the employee as an inability of management to make a decision and may definitively convince them of the validity of their departure.
If they decide to leave anyway, acknowledge their choice during a meeting: explain that you respect their decision and express your desire to stay in touch. It often happens that disappointed employees ask to rejoin their former company after a few months.
Published November 9, 2010
Posted online November 29, 2010
capital.fr
