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What to do when employees quit

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Re: What to do when employees quit

#21

Post by Quanticles »

gohrt wrote: post #11
taurath wrote: 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" ?

Not everyone can be a manger, strong technical people are very valuable too.

Re: What to do when employees quit

#22

Post by rzzzt »

gohrt wrote: post #11
taurath wrote: 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" ?

What does a typical 5-year goal sound like? I always struggle to come up with anything when this sort of question comes up (not necessarily in an employer-employee conversation, just in general).

Re: What to do when employees quit

#23

Post by protomyth »

angersock wrote: post #18
o_nate wrote: 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…

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

Maybe for a dumb capitalist. The optimum strategy is to pick a level of compensation that works for them and you while realizing there is a transition cost to new people and talent is worth something.

Re: What to do when employees quit

#24

Post by xyzzy4 »

rzzzt wrote: post #22
gohrt wrote: post #11

Earlier quoted context omitted.

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

What does a typical 5-year goal sound like? I always struggle to come up with anything when this sort of question comes up (not necessarily in an employer-employee conversation, just in general).

I have no clue what you're supposed to say, but the closest thing I'd have to a 5-year goal is "increase my net worth by at least 20% per year". Which has almost nothing to do with my job except staying employed.

Re: What to do when employees quit

#25

Post by granfalloon »

oriolid wrote: post #20
wkimeria wrote: post #14

Earlier quoted context omitted.

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?

I wouldn't begrudge an employer for negotiating my salary and not paying me what they think I'm "worth," but I also wouldn't feel guilty about doing the least amount of work necessary to fly under the radar at the job and not get fired. (Not a direct response to your comment, I know -- it just made me think of how annoyed I get when the former is considered "just business" while its equivalent on the employee's end is usually regarded as "mooching" or a moral failing.)

Re: What to do when employees quit

#27

Post by davidgrenier »

I know for some people that article may feel like this article talks about them one way or another. It may also seem a little self involved to think that it does if you are an employee.

But a word of advice for such talented employee as some of the recommendations go both ways. I'm 5 weeks away from being done with a 6 months-ahead notice to my employer that I would be leaving because I knew nobody could enter "the kingdom" that I ended up holding the key to. I felt too bad leaving them in that situation especially since I was given opportunities may developers would never expect their current employer to go for. I also know that despite that long transfer of knowledge they'll have a heck of a hard time dealing with.

You don't want to be irreplaceable just as much as they don't want you to be, especially in an era where software developers are in such ridiculous demand. And in no way does this mean you can't be as good as you work to be.

Re: What to do when employees quit

#28

Post by davidgrenier »

unabridged wrote: post #26

If a leaving employee is so important, you should ask yourself "Am I really 100x-1000x (whatever ratio your equity is to their equity) more important than this employee?"

You seem to make the assumption that just throwing more money at the individual is fair compensation. Perhaps I misunderstood your statement.

Re: What to do when employees quit

#29

Post by throwavay_java »

xyzzy4 wrote: post #16
taurath wrote: 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…

You should divulge your personal aspirations because your company might actually help you achieve them.

It pays to start thinking about how your interests which you are a little bit afraid to share might help your career... because this is how you get your employer to pay for them.

It depends on the employer. I wouldn't say "I want to quit this dump and become a water colour artist and photographer". But I /would/ say "I think that studying some art subjects would really benefit my front end design work here".

I wouldn't say "I want to get away from you and write poetry" but I /would/ say "I would like to improve my written communication skills, which will really help the clarity in my correspondence with clients and in my detailed documentation and commit messages. Would work fund this course I have found"

If there is any cross-over at all between where you want to go and what benefits your employer, it's in both of your interests to put that spin on it and get them to pay for it.

The one-on-ones are only something to dread if you don't know how to ask for things in a way that is mutually beneficial. As you get older and more experienced in negotiation it becomes easier.

Remember, its "career aspirations", not "personal aspirations".

Re: What to do when employees quit

#30

Post by kafkaesq »

davidgrenier wrote: post #28
unabridged wrote: post #26

If a leaving employee is so important, you should ask yourself "Am I really 100x-1000x (whatever ratio your equity is to their equity) more important than this employee?"

You seem to make the assumption that just throwing more money at the individual is fair compensation. Perhaps I misunderstood your statement.

Founder equity is typically on a completely different scale than that of employees (even first hires). So we shouldn't be surprised that their loyalty is on a completely different scale, as well.
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