Jack had announced his desire to resign but had not left the organisation yet which means Steve had pretty good chances to retain Jack by  fine-tuning his abilities that were low on certain areas. Steve had an excellent opportunity to have a one-to-one conversation with Jack on his reasons for leaving, probably he could have had a counseling session with Jack so to match the wavelength of both the parties, understand where the expectations fell short and what was required to avoid seperation and create specialisation.

Jack had already been working in the organisation and hence was known to the company objectives, functioning of roles and tasks and was in understanding of Steve's working behaviors. As the case study mentioned that Steve felt a sagging weight when hearing about Jack's announcement to resign, that clearly states that Steve had felt the sadness of losing him.

Concluding, Steve could easily turn the situation around by making a dreamt of applicant out of Jack.

- Ann

If anyone is looking for a job, there is a reason behind such act. When an employee choose to leave then it’s really hard to turn his mind in the other way because he has already left his current employer, at least in his mind.

Jack even after attaining counselling session, may not change his mind.

Then in this case, Steve has to replace him.

Recruiting a candidate is not tough but recruiting a right candidate with the right knowledge and attitude is difficult.

In my view the manager should-

Consider the benefits [what will the candidate do for the company] but not only the features [skills, background, experience]
Use Psychological tests and assessments methods while interviewing
Offer the competitive salary

With just a little thought, effort, and organization, you can get your dream candidate to join your team.

Regards
Barkha Jain

Dear Barkha,

The views mentioned by you cannot be applied in real life instances, since if we let go all the employees just thinking that the employer has alreday left the company in his mind, then I'm sure the attrition rate shall go so high that retaining talent can be a huge task.

Secondly, thats the reason corporates have exit interviews and counseling sessions to try and understand the unhappiness behind the employee leaving the company and have an open conversation to retain the talent and the employee. Since these days, training an employee is not an easu job and hence few companies have already started to recognise to retain talent rather than let them go.

And we really can't presume the fact that if an employee has announced to leave, we won't be able to change his mind, as stated by you. I think thats where the role of retention policies, exit interviews & counseling sessions comes to the rescue.

Regards,

srini

I don't think that Steve's workload has increased as a result of his ineptitude, but as a result of business acumen. ("Doubled" - from what to what: 1 to 2 clients? 5 to 10?; no indication that it is unbearable.)

As the business grew, Steve should have expanded responsibilities/ cross- trained his subordinates, or,  as an alternative,  hired additional if only part time help. (Which would have created a "pool" of potential future experienced full time employees.)

First: How soon is Jack leaving? (Has his workload doubled in the last year?) Can he assist with input as to the role and responsibilities of the position? Can he provide insight as to why he is leaving?

(Internal, i.e, workload, pay/benefits, recognition, responsibility, opportunity for advancement, (is Steve a procrastinator who has delayed hiring people?) or;
external, i.e. better pay/benefits, recognition, responsibility, opportunity for advancement, etc.) factors?
                     * If any of those things changed will he still go?
                     * Are you willing to change anything?


Next: Upgrade the job description, if one exists. If not, write one, based on Jack’s input,  Steve’s “wish list”, and the needs of the organization - the “added’ responsibilities i.e.: project management software, supervisory experience, client interaction.

Thirdly: Set a realistic pay schedule. (Assuming that Jack didn’t leave because he was denied more money. That would be a slap in the face> none for Jack, gazillions for the new guy!!!!) 

For each goal achieved, add 5% to basic compensation,  which should be equal to 90% of what Jack was earning. Consider "perks" - non-monetary items which would induce an "A" candidate to accept the position, without wrecking havoc with the budget..

Finally: Look for someone compatible. Not necessarily having the same nature, likes and dislikes as Steve but someone who would compliment him. Fill in the gaps in experience and skill. A partner. A protégé.  A piece that completes the mosaic of the organization.