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Chapter 14. Bye-Bye Buddy > “I quit.” - Pg. 173

Bye-Bye Buddy 173 If you decide to quit, it's only fair to give your team leader adequate notice. In addition, here are some sug- gestions that will make your leaving less painful for the team: Discuss with the team leader how the other members will be notified about your departure. Inform the team leader of the status of all projects on which you are working. Offer to assist whoever will take over your work. If your work involves dealing with customers, subcontractors, or other outsiders, notify them whom to contact after you're gone. Keep in contact with the team leader after you leave to answer questions. It pays to maintain a good relationship. Table 14-1. Test Your Retention Quota Examine your personnel practices to determine some of the reasons that your retention rate is not as high as you would like. Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No No No No No No No No No 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Is the company's compensation program (salary plus benefits) at least on a par with competitors for the same types of personnel? Do you make members feel that their work is vital to the company's success? Do you provide training to keep your members at the cutting edge of the technology needed in their work? Do you send members to professional development programs on a regular basis? Do you keep in mind members' personal goals and provide opportunity for them to achieve these goals? Do you encourage members to contribute their ideas and suggestions? Do you provide opportunity for members to assume more responsibility--and pay them accordingly? Do members see the career paths open to them and what steps you are taking to help them move along those paths? Do you give both private and public recognition to each member's accomplishments? Do you sense a feeling of pride in the work and the company among the members? Review your responses. Any "no" answer is an indicator of a problem that may lead to the loss of some of your good employees.