Another resignation. This time a senior executive in procurement department or in this organization, we call it supply chain management. 7 years in the company. Quite an experience. Given a couple more years, he could become an effective manager. But he wanted to leave. What can HR do? Technically nothing. It is employee's right, enshrined in Labor Laws.
Another exit meeting for HR people. The intent is not to persuade him to stay, but to make sure others do not follow him. One staff leaves, one more headache for a recruiter. To find a replacement, with equivalent experience, is an uphill task, a time consuming process.
To get to the bottom, probing must be structured, questions aked one after another. Some will hide the actual reasons, so as not to hurt current superiors or company. Or not to be seen greedy especially when monetary compensation is concerned. However reasons of staff leaving could be summarized into 2: pushing factor or pulling factor.
As for this procurement guy, he was rather straightforward, blaming superiors for not keeping promises. He talked like he is a caring family man but his the problem is his family is not in Miri. So the reason for leaving is to be closer with the family --- personal reason, I'd say.
His story started in October 2011. He was told he is too new in Miri to be considered for transfer to KL. He began to accept the fact and activated Plan B --- bring the family to Sarawak. He worked hard to transfer the teacher wife to Miri area to the extent of seeking recommendation from Deputy Prime Minister Office in Putraja, via his brother's UMNO political link. The wife transfer was about to materialize when suddenly the superior promised him that he could go back to KL in March 2012 due to department downsizing. With this good news, he dropped everything about bringing his wife to Miri, putting DPM recommendation letter into a dustbin. He felt guilty to everybody who helped him -- his brother and above all to DPM. He waited for March. Came January, the superior dropped a bombshell on him. He was not releasable for reasons that downsized structure still needed experienced personnel like him to stabilize the operation. He got frustrated so much. All his plans came down to ashes. You know what happened next -- this Plan C.
I could see his points.
On the exit interview form, I summarized what I heard and ticked the PUSHING FACTOR.
Another exit meeting for HR people. The intent is not to persuade him to stay, but to make sure others do not follow him. One staff leaves, one more headache for a recruiter. To find a replacement, with equivalent experience, is an uphill task, a time consuming process.
To get to the bottom, probing must be structured, questions aked one after another. Some will hide the actual reasons, so as not to hurt current superiors or company. Or not to be seen greedy especially when monetary compensation is concerned. However reasons of staff leaving could be summarized into 2: pushing factor or pulling factor.
As for this procurement guy, he was rather straightforward, blaming superiors for not keeping promises. He talked like he is a caring family man but his the problem is his family is not in Miri. So the reason for leaving is to be closer with the family --- personal reason, I'd say.
His story started in October 2011. He was told he is too new in Miri to be considered for transfer to KL. He began to accept the fact and activated Plan B --- bring the family to Sarawak. He worked hard to transfer the teacher wife to Miri area to the extent of seeking recommendation from Deputy Prime Minister Office in Putraja, via his brother's UMNO political link. The wife transfer was about to materialize when suddenly the superior promised him that he could go back to KL in March 2012 due to department downsizing. With this good news, he dropped everything about bringing his wife to Miri, putting DPM recommendation letter into a dustbin. He felt guilty to everybody who helped him -- his brother and above all to DPM. He waited for March. Came January, the superior dropped a bombshell on him. He was not releasable for reasons that downsized structure still needed experienced personnel like him to stabilize the operation. He got frustrated so much. All his plans came down to ashes. You know what happened next -- this Plan C.
I could see his points.
On the exit interview form, I summarized what I heard and ticked the PUSHING FACTOR.
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