Stage 4: Reflection of The Break-Up Series

15 Oct 2019

Reflection

As we progress through the different stages of emotions, each article (Shock & Disbelief, Denial & Guilt, Anger & Bargaining) analyses the pull-and-push between both employee and employer, as they struggle to reach a compromise, mutual understanding or at least empathy for their situation. 

However, when either party decides to throw in the towel, then all heated conversation ceases and it transits into a new zone – the reflection zone.  Whether it’s employers experiencing abrupt departures or employees pondering how to be tactful before they throw the letter, we cover questions commonly posed by both parties and what is the next course of action to address the elephant in the room.

 

Who’s to blame – the employer or employee? 

  1. Salaries

    Employees:

    “What would be a reasonable amount to ask for my next move?” 

    “What value can I bring to my next employer?”

    Employers:

    “Are our compensation structures competitive in the market?”

    “Are there any other form of intangible benefits we can provide to existing and new employees to promote staff retention?”

     

    Your next step:

    Collectively, it’s always beneficial to speak to a trusted recruiter that is familiar with your field of work to give you an update on the market – behaviours and trends, salary bands, movements, etc. As the market evolves and gets increasingly competitive, average salaries are bound to climb higher, as skilled candidates in the search for a better compensation package seek out willing firms to accommodate. 

    Beyond the dollars and cents, intangible benefits (e.g firms offering various formulas to achieve work-life-balance, fantastic insurance coverage, flexible hours, Friday chill o’clock, etc) are enticing benefits to attract new blood. In particular, millennials are increasingly prioritising growth, impact and autonomy over just a stable paycheck – and will gravitate towards firms that empower them in the same ideals.  

  2. Under-appreciated work

    Employees:

    “How would I like my next employer to appreciate my work?”

    “How do I appreciate my next employer?”

    Employers:

    “Why do my employees feel under-appreciated?”

    “How can I appreciate my employees better so that I can retain them?”

     

    Your next step:

    Just like the different love languages, not everyone “receives” or “gives” in the same way, and hence, trust takes time!  Many times, it may be neither party’s fault but the lack of understanding towards each other’s communication methods. There’s a multitude of factors that go beyond human resource protocols and metrics: the employee’s perception of the message, the method of relaying the message by the employer, the varying personalities and ways of processing etc. 

    Similar to how every business has a targeted group of clients, likewise, it’s just a matter of finding the right group of employees and employers to gather to bring the business forward – as one unit even with the great diversity. 

  3. Lack of Business Processes and Systems

    Employees:

    “What sort of company culture am I looking at in my next move?”

    “What technical systems am I looking to learn in my next move?”

    Employers:

    “How can we make existing processes more efficient?”

     

    Your next step:

    A lack of structure and protocol can definitely create more room for miscommunication and hence lack of appreciation for both parties, especially when unexpected situations or obstacles arise. As emphasised in the past few articles, having a defined SOP acts as a manual during high-stress moments where it involves multiple stakeholders and emotions, and one is uncertain of the next course of action. 

    Constant listening to feedback from employees is a great avenue for employers to be made aware of current and future problems to avoid. In the long run, this creates a culture of transparency which does good to the psyche of both employees and employers.

  4. Mismatched Expectations

    Employees:

    “How can I ensure that the next role is aligned to my career interests?”

    “How do I communicate my career expectations properly?

    “How can I qualify for the job during my interview with the employer? What sort of questions should I ask?

    Employers:

    “How do I communicate the business’s/ role expectations properly?”

    “What profiles other than what I initially thought would be a good fit, can fit and operate this role?”

     

    Your next step:

    Communication is king! It might be a bit late to salvage things with your existing employer/employee, but it’s a critical point to take note for the next person. Setting the right expectations at the beginning is akin to a solid foundation that every house needs before anything can be built. Assumption can destroy potentially great working relationships, and make even the most motivated employee disillusioned after a while.

    As for employees, even if employers do not ask you about your expectations, make it a point to proactively find opportunities to make the first move – it may be awkward but it will save you a lot of heartache in the future! 

  5. Role Redundancy

    Employees:

    “Who do I speak to regarding my next career move?”

    Employers:

    “Who can I speak to now that my business is winding up?”

     

    Your next step:

    Your trusted recruiter (whether as a candidate or as a client) should be your go-to person to understand the existing situation on hand. For candidates that have been made redundant, get in touch with our industry specialists in Funds Partnership Asia for exclusive opportunities across the various jurisdictions.

    Whether you’re looking to inject new funds into your business or in need of a business introduction, we recommend speaking to Ayyaz Ahmad and Robert Hayward for expert introductions as part of Funds Partnership’s expert introduction service.

Stay tuned to Part 5: Working Through It in the next part of our series!