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3 Responses

  1. Hi Scott, I read some of your articles looking for something that applied to my experience. I trying to set my ego aside in writing this but sometimes it creeps into what I put down. What follows is my experience and why I now question the sincerity and values often proposed and promoted by corporate HR departments.

    I worked for a company recently acquired by another. For 13 years, I held a responsible position looking after 3 million $ of revenue with a yearly budget to retain at least 80%. I usually exceeded that expectation by retaining 90 -95%.

    I had a base salary of 60k a car allowance of 20k and due to my results earned a further 60k in commission. Say $140k. The new owners a far larger Corporation restructured my role. I received a base salary increase to 75k but was to look after only 1.3m$ for which I would be paid no commission. However I had a growth target of $600k. from which I be paid a quarterly commission on actual revenue earned. meaning that I would not be paid until any $ were banked. In contrast to a contract being signed. The commission would’ve been 6% on this. There was no negotiation on this. Take it or leave it. There was a 12 month ‘space’ given before the new commission scheme rolled in.

    Fair enough, I thought I’d give the new guys a shot and the new commission scheme would commence after 12 months. During that time I was to be paid under the old scheme and until the change worked to retain the $3m I’d always looked after. At the same time also lined up some new business opportunities and thus worked to bring about results related to the business’ growth strategy. I worked closely with my manager and we formed a good business and personal relationship in doing so.

    Nonetheless at the end of the day I decided to call it quits. I guess at 56 a large part of me didn’t want to go into hunting mode and by the end of the year I simply felt burned out. I gave my manager 6 weeks notice of my intention to leave and go into semi-retirement. I thought this fair and I could help any replacement into the job.

    Here is where things went ummm ‘strange?’.

    No-one from HR contacted me. In my last week a farewell lunch was postponed and then postponed again. Nothing as yet has been re-set. I contacted HR myself and asked if they were going to hold an exit interview. They replied yes… Still nothing. My resignation date was effective April 13th.

    So here I am writing still with access to my company email, access to data – which I actually sold or my clients used. But to use my ol mum’s saying… “I feel like a shag on a rock!”.

    No contact from my company. I’m just perplexed that they could care so little… Given they spend so much on HR and the department is consistently sending emails on training and CORE company values.

    This is no small company. 5000 employees world wide and are a $35 per share NYSE listed organisation.They have a very good name as a real estate and property data supplier with an awful lot of support – IT and marketing for its clients. One of which pays $8m a year to access! In general they have a very good name. Nonetheless, to me, I have questions as to the value of HR in organisations this size if they can so easily miss or ignore or perhaps dismiss the value of an employee such as myself.

    … Vent over.

    • Hi John – thanks for taking the time to write. Unfortunately, there are companies and HR departments out there that struggle with things like this. I have found it does happen more with large companies. Meaning, an employee exiting and all the related processes are triggered by a manager needing to initiate something. In other words, the manager needs to inform HR that the employee has resigned/is retiring and that kicks off a bunch of processes. I have seen where this does not happen and employees leave and HR had no idea (just to be fair to both sides!). Personally I view HR’s role in all of this as an advisor support role. Yes, they need to own the exit interview but they need to know when an employee is leaving. All of the other elements are owned by the manager – providing thanks and recognition for years of service upon retirement, making sure things are wrapped up, etc. HR Departments are moving more and more away from that policing/compliance mode and more to advisory. Does this make sense as it pertains to your situation perhaps?

  2. It makes perfect sense Scott. Thank you for taking the time to write this response. Its much appreciated.

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