The Alliance: Managing Talent in the Networked Age by Reid Hoffman & Ben Casnocha & Chris Yeh

Author:Reid Hoffman & Ben Casnocha & Chris Yeh
Language: eng
Format: mobi, epub
ISBN: 9781625275776
Publisher: Harvard Business Review Press
Published: 2014-07-08T00:00:00+00:00

The Manager and Employee Conclude That the Employee Will Be Pursuing a Tour of Duty at a Different Company

Losing a valued employee is one of a manager’s greatest fears. But it happens, and for many valid reasons. No company has ever been able to retain all of its top performers in perpetuity.

You can hardly be expected to welcome this outcome, but even so, a planned exit is better for the company than being blindsided. Discuss a potential departure openly and honestly. As your employee’s ally, it’s your job to help him choose the right next step. This means helping him assess his options, even if those options include working at other companies. An honest conversation about outside options requires courage from both manager and employee. You need to face the possible departure head on, while your employee needs to feel that you won’t penalize him for sharing his true intentions. You earn this “Right of First Conversation” with the trust you build with employees.

Together, you and your employee should negotiate a transition period and draw up a transition checklist. The goal of the transition checklist is to lay out everything that the company needs from the employee to finish the mission, especially the question of who will pick up the project ball going forward. If an employee is able to check all the boxes on the checklist, he should be considered to have completed his tour of duty in good order and remain in good standing with the company after his departure. We’ll discuss the details of transitioning people from employees to corporate alumni in chapter 7.

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