In this composition I wanted to emphasize policy reformation in hiring and worker leave. Further, I think that the implementation of the two week-notice commendation(TWNC) and complementary technological mechanism described herein would greatly reduce employee-employer and employee-customer conflict. Instead of dismissing disgruntled workers' concerns--whether it's about promotion, pay increase, opportunities, working conditions, etc.--delay unexpected turnover by explaining the reality of the situation, and suggest that the worker attain a metric or achievement noteworthy before throwing in the towel or unexpectedly rage-quitting. Once the intent to leave has been expressed, offer to provide proof of their noteworthy metric to carry with them to their next career opportunity. This will not only keep your disgruntled worker on-board until a replacement is found, but will also turbo-charge his/her performance until the end. A go-out-with-a-bang mentality.
Even offer to type or sign a letter of recommendation (#), if they put in a two-week notice (TWNC). The worker will not only have a recommendation and accomplishments to pad his CV, but has also left on good terms with the employer and avoided any negative spillover because of passive-aggressive tension that often leads to rage-quitting and employee-employer and employee-customer incidents. Plus, the manager just preempted worker shortage--and the headache that would subsequently result because of productivity loss (think win-win mindset).
Perhaps it should be the company's policy to inform all employees that the TWN Commendation Certificate is issued to all employees who adhere to the two-week notice protocol ($). If enough companies do this, the commendation will turn into a sort of prerequisite for future employment (I understand that the TWN is already a consideration in hiring decisions, but has ever physical proof of the TWN been requested?). I don't suggest this, but I'm forecasting it as an inevitable corporate practice to control worker flow: from perk to policy.
Look at me; coming up with future corporate policy from the adjacent possible. Thank you, Steven Johnson!
(#) a prefabricated commendation devised by corporate and given to every two-week notice adherent, but also with a notes section at the bottom for the store manager to relay any words of gratitude or insights to the departing employee.
($)The employer can even advertise itself as a TWN Complier. "Yes we're green and saving the planet, but we're also committed to more efficient and safer relations with our employees and customers." "We believe in the win-win!"
***Of course there are other considerations, but for most plug-and-play positions (since I examined them all during my work hiatus! [jk]), this is a viable employer tactic to maintain work flow.***
It would look something like this
A digital option would be selectable via the clock-in menu. Since hierarchical managing can be Machiavellian at times, the DM--and not those within the competitive hierarchy--would receive an automated email and has 24 hours to negotiate an arbitration. After 24 hours have passed, the employee is prompted a second time to confirm the desire to leave via the clock-in menu. A prefabricated two-week notice commendation would be printed out upon completion of the last shift served (the manager could also circumvent the two-week time delay through an override accessible only to management--say, if it was decided to terminate employment prior to the two-week notice deadline.) This process saves time that would usually be wasted on hide-and-seek conversations revisiting closed doors. Essentially, the employee and the manager do not have to waste time readdressing predeterminations ad nauseam. Another processed streamlined for greater efficiency (Schrute'd it). JK, but seriously--is that not a great idea? Of course, this is just a rough sketch, and the psychology is purely subjective (obviously). But I think it deserves a good look over by any organization that can benefit, such as those with plug-and-play-positions. So pass this on to your organization's psychologists, MBAs, lawyers, techies, and then back to the psychologists.
To recap
The purpose of the clock-in menu digital option is to weed out those who really don't want to be there (just ring the bell and it can all be over! [https://www.youtube.com/watch?v=NYGMNzFLvC0]) and to provide a much-needed consultation with a higher-up (the contacting DM) who might provide more effective help than one's direct higher-up (or as some employees see it: their competition). Of course, I'm assuming that the company in question actually wants to prevent unnecessary turnover and customer-employee conflict. And this is personal: too many corporations don't believe in employee development or second chances (Did you know that not even Steve Jobs used a two-week notice--and he was amazing!) (}). I only hope that these ideas will benefit the larger world in some respect: after all, I do have a legacy to think about (https://www.youtube.com/watch?v=7mp9f5dsQ00 . Jk, I am but an epigone of the "can"-do influencers that flood the wider world like the Irtysh of the Ob river. I am but a filtered stream that runs South East of Kyle's house. I'm but a Rite-Aid version of the Band-Aid. Regardless, I both aid, endure, and seek to be right.).
*I do believe that some operations by consequence of inept hiring practices and yet high expectations, do yield in the long run more disciplined and efficient individuals, if such individuals overcome the obstacles they were not naturally gifted to overcome. It's true: Karen will never be able to reach that top shelf, but with the grit that she acquired through fetching that step ladder time and time again, she will be better prepared for her next career challenge.
Paraphrasing Google's Eric Schmidt: A's hire As; B's, however, do not only hire A's, but B's, C's and D's too (If they are in direct competition with the prospective hiree, expect C's and D's). If only I could have picked my competition at States, I would have a lot more trophies [https://www.youtube.com/watch?v=3Y75-wJa7MQ]). The solution to the unfortunate circumstances surrounding hierarchical hiring is hiring by committee, as Peter F. Drucker proposes. However this is not feasible for low-wage, low-skill positions where turnover is substantially high (regardless of the cutthroat atmosphere that may or may not be present). After all, higher-ups have...higher things to think about. A happy medium would be to have the DM interview potential hirees. If the DM does their homework, they should know the qualities necessary for sufficient performance and resilience for the position in question.
The inconvenient truth: you can have cost-efficient hiring where the DM does not have to be present, or you can have quality hiring, but you can't have both. Regardless of the hiring method, for God's sake, please no more code reds (https://www.youtube.com/watch?v=wtpOtFIEkbs)
*$* - Perhaps this is already a thing, but official recognition or a small bonus for every associate promoted into a higher position could go a long way in deterring the adversarial mindset that often corrupts direct supervisors. This would be incredibly useful when applied to obfuscated roles, where the worker does not have direct contact with higher-ups (e.g. out-of-office positions). Even a pat on the back could convince insecure managers that promoting an underling might not be a bad thing. Though, with the prevalence of online resources, such action is probably unnecessary or superfluous, but still advantageous in roles that do not have metrics gauging potential talent.
*$* - Much like Amazon, Aldi is a breeding ground for the next Universal Worker (https://www.youtube.com/watch?v=v32Yu-h7UzE ). You will either submit to the game plan, or you can take the skills and work ethic that you have cultivated and apply them elsewhere. This soldier-driven ethos is making better human beings that will crush ordinary beings elsewhere. #SemperAldi
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