Scott Simmerman writes:
> At the same time, companies were concerned about loyalty and
> miffed that someone would even possibly consider leaving them (face-type
> issues). I warrant that my memories of these policies do go back a few years.
> But I wonder how many organizational cultures might still have this
> "loyalty" framework in operation. And how it might impact continuous
> learning.
This is still alive and well - there was a recent INC. magazine interview
with Mr. Bloomberg of Bloomberg (Financial systems, TV, radio, etc.) and
he was quite blunt that when someone resigned, he said nothing to them but
goodbye and would never try to learn why they left, change their mind, or
let them return. I have seen a number of companies which do this in the
IT/technology field and others. And, those of my clients who came from
such firms are often quite unwilling to consider that this could be
counterproductive in their own companies.
patricia frame
Strategies for Human Resources
Connecting business strategy with effective human resources management
email: HRStrategy@aol.com
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