Nothing quite like a marriage metaphor, right? You’ve heard these stories (or perhaps you’ve lived this story) – after years of asking, pleading, and begging (to a man’s ears = “nagging”) the husband to change his ways to no avail, a woman flips the switch and phhhhhht. She’s gone. Said husband, now realizing that she may in fact be serious this time, desperately promises the Sun and Moon for the opportunity to try again. Because, as you know, this time will be different. Stupid boys. (Editor’s Note: my wife has claimed “Stupid Boys” as the title to one of her upcoming books.)
How does that generally work out? Would you say “strong to “quite strong?” My guess is this only serves to delay the inevitable. The man is who he is, and soon enough he will revert to his normal state, fast-forward three months and we go through the same drama again, without having made progress in the least.
The husband is obviously the company in this case, the wife with the boot is the employee. The employee has been telling you, in some form or fashion, what you need to do if the relationship will continue successfully. Then one day, when you can afford it least, you have a resignation letter in your hand. If it’s someone you value, the knee-jerk reaction is to buy time to develop a counter-offer. But a counter-offer is the equivalent of putting air in a tire with a leak. You might get an employee to stay, but usually, for the same flawed logic as a spouse hanging onto a miserable marriage:
- Other relationships (kids, in-laws, Bob in Accounting) will be impacted as well; we’re not prepared to deal with that kind of drama, so we stay. It’s just easier.
- It’s still a risk. The thought of being wrong is too scary for some people. Better to be married/employed than to die alone on the streets, right? Sad to say, but many companies use fear of the unknown as their most effective retention tool. As long as no one is leaving, why change?
- A fundamental belief in loyalty without reservation. There are still people who are of the opinion that “leaving” is NOT an option. GenX changed a lot of that mindset after seeing the curtain pulled back on the dealings of corporate America, and the Millennials have taken the torch even farther – if you want “loyalty,” buy a dog. Yet there remains a percentage of people who still believe in “until death do us part.”
- The sad truth? Even if they accept a counteroffer, 50% of these people will leave within the next 24 months anyway. When you make that leap in your mind, it doesn’t just go away….it festers.
And that’s why you shake their hand and wish them well. Physically “present” vs. engaged is a gap in commitment.
So, what brought this topic to mind is a friend’s recent separation from his wife. Now that she has left, he desperately wants to change all those things that he had ignored, lo those many years. That’s a fool’s game, don’t you agree? But counter-offers are rarely a successful play. You’re delaying the inevitable, you’re setting a dangerous precedent with other employees who may take note, and you’re still not focusing on the fundamental reason they left. Fix yourself (or don’t, and live with the results) before throwing money at a losing proposition.
If you love them, let them go – “boomerang” employees come back after realizing the grass may not be greener after all. Most importantly, they return on their own volition, not because you troll their LinkedIn page. Almost half of companies surveyed agree they would consider taking back a former employee, and 15% of the employees admitted they actually did return to the old stamping grounds. Those aren’t huge numbers, but that 15% is an incredibly engaged group of people.
Don’t miss the opportunity – learn how to stop the next employee (or wife) from leaving; the time for courting is over when they are walking towards the door.
On May 23, 2016 John Whitaker joined the DentalOne Partners team as Vice President, Talent Acquisition, based out of the Dallas Corporate Headquarters. John is responsible for leading the Talent Acquisition & Recruiting strategies and initiatives enterprise-wide.