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What to do when employees quit

groovehq.com

11–20 of 61 posts

Re: What to do when employees quit

#11
post #9

This part is key: > Take the time, on a regular basis, to talk to your employees about their lives, goals and challenges. Ask them what they hope to accomplish, not just in the next week, but in the next year, five years and ten years in their careers. Listen intently to what they say, and think about how you can help them achieve that. And then act. Anyone who asks me those questions will get double the loyalty out…

Would an employee feel honest telling their boss their 5-year goals? What if it isn't "leading a larger team at this company" ?

Re: What to do when employees quit

#13
post #6
post #3

Earlier quoted context omitted.

What's really great is when you go back in the Slack history from the day you interviewed and see what people said about you... I imagine that can sometimes be awkward.

sounds like they are using it wrong. user error.

Or privacy fail in the applicatio design/UI

Re: What to do when employees quit

#14
post #5

Seems like "pay them more" should be at least mentioned as a possibility here.

If they've already chosen to quit, paying more may only keep them begrudgingly.

No, sometimes pay is the original issue.

But if they choose to leave, do not offer them money to stay. Any employee who stays is not being very smart, the only interest the company has in paying you more is keeping you long enough to train your replacement.

If you were not worth X the day before you quit, how are you suddenly worth X the day you decide to quit?

I've seen people accept a counter-offer from a company, and very few of those lasted more than 6 months, or the amount of time it takes the company to make them no longer indispensable.

Re: What to do when employees quit

#15
About to do an exit interview tomorrow, and this article resonates with me, in the general case.

There are also the cases of pathologically bad employees, or just underperforming.

However, in some cases, it is personal. It's not some growth stage for the employee--they could well be leaving an early employee role because you, the founder(s), have fucked up. You've found yourself with an employee putting out tremendous amounts of work, transferring their knowledge, coordinating their team even as they're leaving, and who generally would be great except for the fact that, for some reason, they're leaving.

Things you should be asking yourself and your employee:

Did you ignore, multiple times, their domain expertise because you {thought you knew better, couldn't afford to follow it, felt like it, didn't like them}?

Did you support them in front of their team? If not, did you support them at all? Did you respect the chain of command, or did you reallocate their resources under them?

Did you lie to them? Was it for a good reason, because of {team morale, need-to-know, legal liability}? Whether or not you ever lied to them, did they feel like they could trust what you said?

Did you give them information when they requested it? Did you give them resources when they requested it? If you didn't give them resources, why not, and was it worth it in the long run?

Did you spend enough time with them, communicating not just about work but bullshitting and building a friendship? If you didn't, was it because you {were busy, had other leads, didn't like them, are an "introvert"}? How did that lack of communication factor into their departure?

Did you display any competence at all by some objective metric in your facility as leader? Whether or not you did, did the employee feel like you were competent?

And yeah, I think you should feel bad. You've wasted their time and the company's resources because of your mismanagement. If you're really luckily, maybe you can learn from it and keep from losing anyone else--because if you don't, you don't deserve to be followed.

Re: What to do when employees quit

#16
post #9

This part is key: > Take the time, on a regular basis, to talk to your employees about their lives, goals and challenges. Ask them what they hope to accomplish, not just in the next week, but in the next year, five years and ten years in their careers. Listen intently to what they say, and think about how you can help them achieve that. And then act. Anyone who asks me those questions will get double the loyalty out…

> Take the time, on a regular basis, to talk to your employees about their lives, goals and challenges. Ask them what they hope to accomplish, not just in the next week, but in the next year, five years and ten years in their careers. Listen intently to what they say, and think about how you can help them achieve that. And then act.

Ah, the dreaded one-on-ones. This would actually make me want to leave the company if I have to be open all the time. Why should I have to divulge my personal aspirations to my employers? That's private information.

Re: What to do when employees quit

#17
post #9

This part is key: > Take the time, on a regular basis, to talk to your employees about their lives, goals and challenges. Ask them what they hope to accomplish, not just in the next week, but in the next year, five years and ten years in their careers. Listen intently to what they say, and think about how you can help them achieve that. And then act. Anyone who asks me those questions will get double the loyalty out…

[deleted]

Re: What to do when employees quit

#18
post #5

Seems like "pay them more" should be at least mentioned as a possibility here.

There's a particular failure mode that bears pointing out with regards to compensation:

Suppose you have a person you've brought on, and they agree to do some amount of work at a salary and tiny equity split.

After some amount of time, they realize that they've produced a good deal more value than you have compensated them for. They're going to feel jilted.

It's not enough to say, "We'll take advantage of you less in the future"...you might have to say, "Wow, okay, we screwed you, how can we make this right?"

And sadly, the optimal capitalist strategy is to just lay them off and enjoy the surplus they unwittingly made for you.

Re: What to do when employees quit

#19
Imagine getting punched in the stomach.

And then, instead of recovering in a few minutes, imagine the shock and pain slowly turning into disappointment, anger and dread.

Don’t you realize how important you are to the team?

How could you do this to me?

It was what I felt right then and there. Betrayal. Sadness. Despair about the future.

Umm, companies pull the plug on employees all the time. In most cases with vastly less forethought and regret than employees engage in when leaving their jobs (even jobs they hate).

I guess it can sort of "hurt" on the management side, when employees leave. But given the pain that employees go through (hint: the immediate threat to their own physical safety, as well as that of their families) when they're let go, I'm not sure how one could begin to consider the two situations as remotely comparable. Let alone get so emotional, and feel such a sense of "despair" when an employee (even a particularly valued one) leaves.

Re: What to do when employees quit

#20

Earlier quoted context omitted.

If they've already chosen to quit, paying more may only keep them begrudgingly.

No, sometimes pay is the original issue. But if they choose to leave, do not offer them money to stay. Any employee who stays is not being very smart, the only interest the company has in paying you more is keeping you long enough to train your replacement. If you were not worth X the day before you quit, how are you suddenly worth X the day you decide to quit? I've seen people accept a counter-offer from a company,…

> If you were not worth X the day before you quit, how are you suddenly worth X the day you decide to quit?

On the other hand, why would they have paid you X even if you were worth it, if they could get away with less?

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