“Wait on…. You’re also leaving?”
I still recall how surprised my two colleagues from the HR Shared Service team were to find out that they both were leaving our group within a week. It was a wake-up call to our group and everyone else in the company. As one person on our team perceives a problem, chances are others feel it and have talked about it, too. A single employee’s dismay has the prospect to spread to others on the team and even throughout an organization. They may ask themselves, “If they’re leaving, perhaps I should too,” or “If he got that kind of salary, I wonder what I could earn?”
Hence, the HR group leader from our team asked those two employees tactfully like If they start looking for a new job? & what is their #1 reason to leave? and find out that compensation incorporates an explicit effect on their productivity as inadequate compensation is often cited by them as a foremost reason for voluntary leave. And these two discontent employees may have a ripple effect throughout our organization as others also treasure their salary as a motivator to determine whether to stay with their current company or explore new opportunities that they are seeking. If an employee deems underrated from a paycheck standpoint, they will adopt a devil-may-care attitude as disengaged employees tend to do the bare minimum portion of work to get the job done, with indifference to quality or outcome and unwilling to contribute additional time or energy to help our company achieve its goals.
