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Is it Okay to Quit Without Giving Two Weeks’ Notice?

March 18th, 2016

You don’t love your current job. Your boss is disrespectful, your paycheck is ridiculous, your workplace culture is toxic, and though there are plenty of available positions above you, you’ve been denied a promotion request twice in a row. As you launch your job search and start receiving offers from potential employers, how carefully should you factor the needs of your current company into your future plans? Specifically, should you walk out when you please, or should you provide two weeks’ notice and serve out your last ten days faithfully?

As the premier staffing and employment team in the Connecticut area, with decades of collective career management experience, we recommend providing two weeks’ notice…always. Regardless of the circumstances giving notice is a standard professional courtesy that costs very little and provides big returns. Here’s why.

Your future employers expect this.

Since this is a standard and widely accepted gesture, your next employers should have no trouble scheduling your start date to accommodate a two-week overlap period. If they balk at this perfectly reasonable request or insist that you start right away, something is wrong. Look closely at the offer and make sure your new employer is professional and legitimate before you make a long-term commitment.

It’s not required, but it’s generous and gracious.

Your integrity and your reputation are among the few things that will stay with you as you move from job to job throughout your career. Whenever possible, when you leave, leave on good terms. Companies often add this final parting note to your records (whatever these records consist of), and your choice to walk out or give notice may mean the difference between a glowing recommendation and a position on a permanent blacklist.

Think about who may suffer or benefit.

When you leave abruptly, your managers must scramble to fill your position and they may be left in a serious lurch. But your managers aren’t the only ones who may suffer; think about the problems you may be creating for your co-workers, your clients, your accounts, your vendors, and anyone else who has to shoulder an extra burden until your replacement is hired. You may meet these people again during your professional life.

It won’t cost much.

In the heat of the moment, you may be so focused on the future and excited about your new job that attending to the old job for ten more days may seem like a drag — or even a waste of your valuable time. But be patient. These last days will fly by faster than you realize, and soon you’ll be on your way to your next goal and the next chapter of your career journey.

For more on how to land a new offer and what to do once that offer is in your inbox, contact the staffing professionals at Merritt.

Identifying Performance Problems in the Workplace

March 14th, 2014

Before you can tackle an employee performance issue and address the necessary coaching, warning, training, or alternative action necessary to solve the problem, you’ll need to be able to answer a few important questions. And your managers will all need to approach these questions from a similar standpoint. First what exactly does excellent performance look like? How about adequate performance? And how would each of your managers define a “serious” performance problem? Here are a few ways to get a handle on performance related obstacles to productivity.

1. Benchmarks should be clear, publically available and universally understood.

During a new employee’s first annual performance review, both parties should agree on the exact definition of success within this role. If possible, these benchmarks should be measurable. Sales quotas, units processed per hour, new clients gained, new customers served daily, accounts closed or new accounts opened annually, and revenue generation can all be included in the factors that determine performance.

2. Intangibles can also be considered, but with caution.

An excellent seller may be difficult to get along with in the workplace, which means higher stress and lower productivity for everyone, despite her strong closures. The reverse is also true–sometimes low sellers are well liked and have a motivational effect on everyone around them. But the question for you is clear: How much do these intangibles really matter? Can you afford to keep a low seller on board because of her strong organizational skills? Can you afford to keep a high seller on the team despite his tendency to serve as a general drain on the company? Before you criticize an employee or threaten termination for performance-related reasons, take these issues into account.

3. Fairness is everything.

Performance assessment should always be numbers-driven, and never bias-driven. Some employees and managers simply get along better than others, but personal feelings should never corrupt an assessment of performance. If they do, excellent assets with great value to the company may be discouraged and driven away. And weaker producers will be kept on board long after they should have been coached toward success or shown to the door. If you sense your assessments could be more balanced and unbiased, you’re probably right.

4. Factor growth into any assessment of employee value.

Which would you rather have on your team: a high performer who never grows and never improves? Or a weaker employee who underwhelmed you during her first year but has made vast, ongoing gains since then? Growth and value are very different metrics, and both should play a role in any calculation of employee merit.

Reach out to the CT staffing and business management experts at Merritt for more on how to approach the review process and provide meaningful feedback for your teams.

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