I posted this great article on the LinkedIn,
I know a case in which an employee at a giant communication company, then software engineer level II, applied but lost for a SE level III position within the same team. That employee is the key player technically in the team, constantly helping other level III team members. His only problem is he doesn’t talk much.
Upon being rejected, he started applying for other internal positions, which immediately triggered panic attack on the part of his supervisor who desperately needs that employee to be in the team. The supervisor knows that employee is the only one who can get any urgent challenging job done. He knows the team cannot function without that employee. In a frenetic attempt to keep that employee, the supervisor promised mountains and oceans to him, including the level III position.
Case like this is not an isolated one. It always makes me wonder this question that I have for the supervisor/manager/to-whom-it-may-concern: What do you lose by giving your people more responsibilities, by trusting your people more, by promoting an internal employee whom you already know?
Nothing, as far as I can think of, especially in light of the fact that nearly all new hires need training before embarking upon the new position. If you can trust that an outsider can be trained into the new position, why can’t an internal employee be thus trusted, unless that internal employee is an imbecile?
What does the denial do to the employees? Potentially, it could lead to decimate trust and productivity, and high employee turnover.
How to retain great employees? The answer should leap to the eye.
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