Hi Citians,
Query:
Recenly, we have offered one guy a hefty package with his initial posting in Gurgaon. He is a Senior Mainframe 6+ years resource from Hyderabad. He was very keen when the interview process was done. While joining also his enthusiasm was great. He was asked to report on 15th December 2005 to Gurgaon. We had got his airtickets and accomodation ready for him. He had to fly on 14th Dec. 2005.
He started doing this:
1. WHile joining he said he wants 8.5L as package and accomodation.
We Agreed.
2. Ten days later he said he wants 9L with Project Lead as his designation and Accomodation for 3 weeks.
We Agreed.
3. On 13th Dec. 2005, he says he wants 9.5L and Project Manager as his designation, otherwise he will not go.
We Agreed.
Suddenly, he started saying he does not want to Join.
Now the resource has messed it up all.
The Client will slap a penalty of 50K without dual thoughts.
What can be done in such cases??
My Query is not with paying of money to the client(Penalty), but the resource not joining after showing commitment and changing his mind at the last moment.
Any Solutions to it?
How can it be curbed?
Regards
Kumarpal Jain.
From India, Bangalore
Query:
Recenly, we have offered one guy a hefty package with his initial posting in Gurgaon. He is a Senior Mainframe 6+ years resource from Hyderabad. He was very keen when the interview process was done. While joining also his enthusiasm was great. He was asked to report on 15th December 2005 to Gurgaon. We had got his airtickets and accomodation ready for him. He had to fly on 14th Dec. 2005.
He started doing this:
1. WHile joining he said he wants 8.5L as package and accomodation.
We Agreed.
2. Ten days later he said he wants 9L with Project Lead as his designation and Accomodation for 3 weeks.
We Agreed.
3. On 13th Dec. 2005, he says he wants 9.5L and Project Manager as his designation, otherwise he will not go.
We Agreed.
Suddenly, he started saying he does not want to Join.
Now the resource has messed it up all.
The Client will slap a penalty of 50K without dual thoughts.
What can be done in such cases??
My Query is not with paying of money to the client(Penalty), but the resource not joining after showing commitment and changing his mind at the last moment.
Any Solutions to it?
How can it be curbed?
Regards
Kumarpal Jain.
From India, Bangalore
Hi Kumarpal Jain,
Must credit you for presenting the facts in clear & concise manner..
Well very well understand your situation as i have faced the same in the past and have learnt from it..
First of all - the question is what learnings have we gained from the above-
* Not a committed resource team
* Have you found out why he is not joining?..feedback is a must for bringing objectivity in this exercise.
* Cardinal mistake was made here - the way i look at the chain of events...
First - Poor negotiation on the part of resourcing team..when you close the deal it;s suppose to be a final on both sides especially on the salary front. Suggest that your team takes a session on Negotiation skills..it's very important.
- Never never give away easily no matter what terms are..this should raised alarm bells about his joining ...
- Also failure to work out alternatives ..this should be subtly known to the candidates..as the company has other options..
- How much time was spent on negotiating..this is crucial for buy-in..
Second - Allowed him to dictate terms with no coresponding binding terms from your side..
For instance new designation/higher salary could have corresponded with longer tenure or early joining period..or could have been given on joining your organization..
Thirdly - failure to develop the working relationship with the candidate once he accepts the offer letter..with the emphasis to build on his decision as how it would further develop his long term career..this is to avoid dissonance ..like we all have when we buy the product esp high value which needs reinforcement to convince ourselves..
Hope this helps..
Cheers,
Rajat Joshi
From India, Pune
100Must credit you for presenting the facts in clear & concise manner..
Well very well understand your situation as i have faced the same in the past and have learnt from it..
First of all - the question is what learnings have we gained from the above-
* Not a committed resource team
* Have you found out why he is not joining?..feedback is a must for bringing objectivity in this exercise.
* Cardinal mistake was made here - the way i look at the chain of events...
First - Poor negotiation on the part of resourcing team..when you close the deal it;s suppose to be a final on both sides especially on the salary front. Suggest that your team takes a session on Negotiation skills..it's very important.
- Never never give away easily no matter what terms are..this should raised alarm bells about his joining ...
- Also failure to work out alternatives ..this should be subtly known to the candidates..as the company has other options..
- How much time was spent on negotiating..this is crucial for buy-in..
Second - Allowed him to dictate terms with no coresponding binding terms from your side..
For instance new designation/higher salary could have corresponded with longer tenure or early joining period..or could have been given on joining your organization..
Thirdly - failure to develop the working relationship with the candidate once he accepts the offer letter..with the emphasis to build on his decision as how it would further develop his long term career..this is to avoid dissonance ..like we all have when we buy the product esp high value which needs reinforcement to convince ourselves..
Hope this helps..
Cheers,
Rajat Joshi
From India, Pune
Hey
What Rajat Said is perfectly OK
The candidate and consultant rapport building is something which always paves way to smoothen the transition of joining
The negotiation was failed due to your desperation is getting the person on board and the person capitalised on it
The backup plan was not in place which entailed in the disastrous situation
The candidate played his cards to get the max out of you and using the same, he might have negotisted a better deal elsewhere
as Rajat pointed out, the feedback from him will be of great use to rectify our actions
cheers
rb
From India, Bangalore
What Rajat Said is perfectly OK
The candidate and consultant rapport building is something which always paves way to smoothen the transition of joining
The negotiation was failed due to your desperation is getting the person on board and the person capitalised on it
The backup plan was not in place which entailed in the disastrous situation
The candidate played his cards to get the max out of you and using the same, he might have negotisted a better deal elsewhere
as Rajat pointed out, the feedback from him will be of great use to rectify our actions
cheers
rb
From India, Bangalore
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