A brilliant career with a firm , an excellent relationship with the reporting leaders can suddenly turn sour at the submission of a resignation. Often the sound track record for the employee is met with a cold treatment, often beyond the point of tolerance. Just as it takes two to tango so does this. The organizational functions are designed to follow a set of rules. When these are well understood, mistakes from both the parties can be mitigated to a great extent. Here are two cases, recently discussed by our members in CiteHR.
Case II : One of my friends resigned from a company, serving one month notice period. However, the employer asked for the new company’s name. He shared it , now they are asking for the offer letter. He had been working for this company, since the last 3 years. He was a very good performer, but now he is troubled. He wonders whether they will release his PF. As they may not give him any relieving letter. Kindly suggest what should he do? Can he take any legal action ?
Source: employer harassing
- Understand the work-flow of the exit-process. Leave no stone un-turned, in getting your doubts cleared, before you resign.
- Identify the bottlenecks, which includes approvals to be issued by the decision makers and an over-burdened process-owner.
- Document the communication, right from the submission of the resignation to every discussion with the concerned members. Take a printout of the prime communication and file it.
- Follow the process without any non-adherence. Mark the completion of every step with a written communication, requesting an acknowledgement from the team. For example: Once you submit all the company owned Book, CD and laptop, write a mail requesting the team for an acknowledgement.
- Follow up with formalities. Often certain formalities such as dues clearance may take upto 30 working days. Communicate at a regular interval, with the respective team member from the Finance team, to track the process.
- Keep buffer time. Joining a new employer involves submission of the clearance documents. This is completed on the date of joining. Speak to the HR of the new firm about the reason for delay, supported with the documents.
This may sound ironical but documents issued in this process may run inconceivably long. The turn-around-time declared for each step needs to be humanly treated, yet accurately document lest the storm arise. Few main documents are resignation acceptance, no-dues or clearance certificate and relieving letter. The best solution is to offer a notice period buy-out in case any problem arises. This eases the pressure on the release. However, this may effortlessly happen if the handover of the duties and knowledge transfer have been signed off.
Every hire has its own learning curve. Whereas the bilablitiy remains standard. This tumults the operation leaders and derails the training process. Therefore, the stern and cold behavior from the reporting leaders remain obvious. Often best maintained professional relationships fail to flag off a smooth exit. The only solution that remains is to follow a sound process and keep a buffer time to deal with any delay.
- Case I: It lies solely in documenting performance feedback and filing them for further reference. Any appreciation received from the client or certificates received for performance can vouch for potential. Furthermore, The Knowledge Transfer processes during the handover period requires to be documented with acknowledgement from the receiving personnel. Every allegation needs to be dealt sensitively, yet firmly with data. This will prove beneficial during the background verification process. A sound filing of the communication removes every chance of here-say.
- Case II: It remains in requesting for a written communication on the disclosure of the job information as offered by the future employer. Often, this is asked during the exit process to gauge the competitor or the players in the talent market to whom one is losing the talent to. However, if a resignee disagrees to share it, the privacy of the individual needs to be respected.
Leaving on a good note remains the moto, yet a friction may sever ties. Staying focused on what matters would keep the process productive. Tell us your experiences and how did you handle them ?