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{{a|hr|{{image|employee spread|png|The general spread of your staff, on a cost versus value graph}} | {{a|hr|{{image|employee spread|png|The general spread of your staff, on a cost versus value graph}} | ||
{{image|replacement cost of lateral quitter|png|The true replacement cost of a lateral quitter}}}}{{d|{{PAGENAME}}|ˈlætərəl ˈkwɪtə|n|}}One who voluntarily leaves your organisation to work somewhere else | {{image|replacement cost of lateral quitter|png|The true replacement cost of a lateral quitter}}}}{{d|{{PAGENAME}}|ˈlætərəl ˈkwɪtə|n|}}One who voluntarily leaves your organisation to work somewhere else. | ||
Management will steadfastly deny any lateral quitter is missed. The trend towards “exit interview by [[chatbot]]”, if you get one at all, that is, suggests corporations are systematically underestimating the size of the problem. [[HR]] acts as if gripped by the conviction that having employees at all is a matter for regret. So, scant effort is made to discourage, impede or even identify those on the payroll who are thinking about leaving, let alone asking those who do for their motivations. | |||
The JC wonders whether this is not an oversight. Proceeding on the premise that all staff bring ''some'' value, and at least half bring more than they cost, lateral quitting is a broadly negative sum game. | |||
For lateral quitters tend to be ''good'' employees that you ''didn’t'' want to leave. That is, exactly those who contribute more than they cost. This stands to reason: those who don’t; who you wanted to leave anyway, should already have left, because you ''made'' them. Right? | |||
In any case employment should not, however much [[human resources]] dogma implies otherwise, be a hostage situation. Either way. | |||
===The [[competence phase transition]]=== | ===The [[competence phase transition]]=== |