I often say that a manager is at fault when a valuable employee leaves an organization unexpectedly. Almost always I get asked the question whether it is fair to blame managers when an employee leaves an organization?
It is interesting that over the years I have noted how often people omit the words 'valuable' and 'unexpectedly' when I am asked that question. The point here is this : I am not implying that a manager is to be blamed every time an employee leaves; only when a valuable employee leaves and that too, unexpectedly. Of course the manager shoulders this blame vis a vis the organization. It comes with the job.
Let us now describe who is a valuable employee.
A valuable employee is one who :
1.Continually delivers more than expected.
2. Dares to challenge the status quo for process improvements.
3. Takes ownership of tasks, responsibilities and the outcomes from the tasks and responsibilities.
4. Willing to coach/mentor others AND learn from others
5. Brings new ideas and methods for continuous improvement
6.Has been with the organization long enough and/or has been involved deeply enough in tasks/responsibilities to become a resource person for other employees.
7. Has continually showed passion for self development and the development of others.
8. Has always exhibited values that are complimentary to the organization's values OR has willingly subordinated personal values for the benefit of the overall good of the organization's vision and mission.
9. Has a proven track record of performance excellence, leadership capabilities and change adaptability.
10. Has a reservoir of knowledge, skills and abilities that are yet to be tapped for the benefit of the organization.
Now, why would such a valuable employee leave an organization? The reasons would be :
1. Not properly rewarded for exceptional performance.
2. Not properly recognised for achieving excellence.
3.Creativity and initiative stifled by a bureaucratic and rigid management environment.
4. Not up-dated on the direction of the organization.
5. No clear career development path
6. Suggestions and recommendations made for continuous improvements are seldom followed up or appreciated.
7. Too many broken promises from the management.
8. Lack of job enrichment opportunities.
9. Loss of life balance
10. Natural reasons (these are usually beyond the control of the manager/organization)
Looking at the characteristics of a valuable employee and why he/she may leave an organization, I can't but insist that the bigger part of the blame inevitably falls on the shoulders of the manager vis vis the organization.
How difficult is it to keep such a valuable employee. Not difficult. All that is needed is some creativity. Consider this example : A valuable supervisor of a manufacturing concern approaches his manager with his letter of resignation.The manager decides that this supervisor is too valuable for the organization to loose him. He has a chat with the supervisor and finds out that the reason for his leaving is the lack of salary increment. The manager knows that a salary review is in the books next year based upon the expected increase in profits. But, he knows a promise of salary review next year will not attractive for the supervisor. So, the manager volunteers this information but throws in something else that makes the supervisor think again about moving away and having to start all over again. As the manager can't be 100% sure of the salary review as it is something beyond his control, he offers the supervisor a reduced load of work responsibilities that he feels he would like to forgo in return for the supervisor's willingness to wait for another year. Now, this gives the manager a fair chance of keeping this valuable supervisor (if the salary review materializes) and/or he has time to prepare for any eventualities.
A valuable employee is hard to come by. Hang on to him/her dear managers!
