Hindustan Times (Chandigarh) - Guide - - FRONT PAGE -

stands that it adds to his own good qual­i­ties.”

Mu­ralid­ha­ran says that once an em­ployee re­signs, or­gan­i­sa­tions as a rule do not ex­pect him to give 60% to 70% to the job. “A good pro­fes­sional should set an ex­am­ple within the team by giv­ing 200% to the job.”

Ex­perts are of the view that em­ploy­ees should not feel up­set or cut off from the team even if they are ex­cluded from im­por­tant de­ci­sion-mak­ing pro­cesses.

Ra­jiv Bur­man, who held se­nior po­si­tions in sev­eral com­pa­nies such as Pepsi Foods Ltd, Es­co­tel Mo­bile Ser­vices, Tata Te­le­ser­vices etc be­fore start­ing an ex­ec­u­tive search and se­lec­tion firm, Light­house Part­ners, says, “Can­di­dates do not ex­pect to be treated as they were prior to their res­ig­na­tion. De­spite that, most can­di­dates will want to leave on a good note with their rep­u­ta­tions in­tact.”

Many ex­perts de­fend the pol­icy of or­gan­i­sa­tions to ex­clude em­ploy­ees serv­ing their no­tice pe­riod from im­por­tant meet­ings as they feel it could re­sult in the in­for­ma­tion be­ing leaked.

“There have been a lot of cases of em­ploy­ees pass­ing on im­por­tant in­for­ma­tion to com­pet­i­tive com­pa­nies. In­stead of a def­i­nite re­liev­ing time pe­riod, exit should be as early as pos­si­ble,” says Udit Mit­tal, man­ag­ing di­rec­tor, Unison In­ter­na­tional, an HR con­sult­ing firm.

“Dur­ing the tran­si­tion pe­riod, an em­ployee is nei­ther a part of the com­pany nor has any in­ter­est in the long-term po­si­tion of the or­gan­i­sa­tion. Hence, in­volv­ing them in cru­cial mat­ters is fu­tile,” says Sinha.

Ac­cord­ing to Ni­lan­jana Som Bhowmick, ex­ec­u­tive di­rec­tor, Con­sus iTech­nolo­gies, em­ploy­ees dis­tance them­selves from their or­gan­i­sa­tions as they are join­ing an­other com­pany and may not have the same level of in­ter­est in the growth of the cur­rent com­pany. “So there is noth­ing wrong in keep­ing them away from mak­ing cru­cial de­ci­sions on be­half of their cur­rent com­pany as be­ing a part of the de­ci­sion-mak­ing won’t make much dif­fer­ence to them.”

The is­sue also gains im­por­tance in the case of a neg­a­tive em­ployee- em­ployer re­la­tion­ship.

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