When a staff member resigns, are you best to talk them out of it or accept the resignation and move on? A post on the blog “My CEO Life” candidly explored the topic of “If someone resigns accept it”. Simon Baker recounts his experiences on staff resignations and how he managed them, from acceptance to in some instances trying to talk the employee out of resigning, often successfully.
I know from my years in HR, I have read various articles on this topic and seen many statistics with most citing that even if you are successful in talking someone out of resigning, the likelihood of them leaving your organization within 12 months is very high indeed. So unless you can maximize their short time with you, I personally don’t believe in talking people out of resigning. If they are ready to go, often it’s in the best interests of both parties to leave it at that.
On Simon’s blog there are a number of comments all offering different and valid views. Ultimately, it comes down to each hiring manager, the relationship they have with their staff and what arrangements can be worked out to meet the needs of both parties.
Share your thoughts and experiences on talking someone out of resigning and/or being talked out of resigning.
2 Comments
My view would be to approach it from that individual’s perspective and overall good. I include the team morale, impact on productivity, possibility of using this as a negotiating tool, etc. As a good manager one ought to know about their team mates and any genuine inputs given will stand the test of time, regardless of how things turn out.
Lastly, I have made it a point never to try to convince anyone to do anything. Invariably the ownership of that call either becomes joint one or shifts over. It is far better to counsel, point out the pros and cons and leave the final call to the individual
As an HR Professional i do the following things and believe in practising them.
1. First we need to have a very detailed discussion with the
employee to understand the reason for resignation.
2. In most cases they can be addressed and hence the employee
can be taken into confidence and the issues can be worked out leading to a mutual revocation of the resignation. Due to this and subsequent
address of the issues the employee contributes better and
productivity increases as the employee feels valued.
3. In some cases the issues cannot be addressed and we should
accept the resignation.