3 Sure-Fire Ways to Get Employees to Leave Your Company

So you have a company and there is no question of the belief that the company and its industry has the capacity to develop and grow, supposedly tagging everyone along. But by some bizarre twist of fate, you want everyone to leave. What follows are sure-fire ways to get people to walk out your door.

More than anything, a big part of it will come down to "dissatisfaction in management."

First of all create skewed salary brackets. Pioneer, hard-working, knowledgeable employees hired for recognized expertise in their respective fields should receive measly pay compared to new-hires with undetermined qualifications except for certain proficiencies you think are important at that point in time. And then have pioneer, hard-working, knowledgeable employees work the longest hours with tasks above and beyond what their job description defines.

There are instances when a nanny can say "I don't do windows." But in your case, best to have an employee handle the work load of 3 positions on the meager salary of 1 and deprive him due incentives because of this complicated salary bracket scheme that may allow a raise in position but not in compensation. This will minimize your cost.

Secondly, stunt initiative and pro-activity and create an impression that "everyone/ anyone is dispensable." Make sure that employees who willingly offer time, skill, effort, and knowledge for the innovation of processes and systems are fenced in because of the limitations of management. Some people may argue -- isn't that the reason professionals are hired in the first place? Because management can only do so much? In the words of Lee Iacocca, "Management is nothing more than motivating other people." Such ideas and initiatives shouldn't be encouraged. Management may have hired individuals for their potentials, which ought to mean a corresponding trust for their capabilities and consideration for their proposals would best maximize their capacities but that doesn't mean you have to follow.

To quote Victor Kiam, "Entrepreneurs are risk-takers, willing to roll the dice with their money or reputation on the line in support of an idea or enterprise. They willingly assume responsibility for the success or failure of a venture and are answerable for all its facets. The buck not only stops at their desks, it starts their too." There is no need to heed the advice of one of the world's most remarkable entrepreneurs. What you should do is to keep piling up the work that's sometimes even irrelevant to their field of expertise and then do not support their efforts. This is one of the sure-fire ways to frustrate them and get them to leave.

Third, evaluation should avoid objective performance- on what a person is able to deliver or the output an employee is able to bring forth. This should be person-centered (as opposed to result-oriented) fault-finding measures where an employee's qualities incompatible to his/her superiors color their "perceived performance." Or trivial details like taking additional 30-minute breaks after a 12-hour work day and disagreeing interpretations on appropriate "office attire" should become bases for scolding and demerit.

There is no denying that all employees have their faults and weaknesses, these are all the more reasons for a strong and trustworthy management to highlight them over and over again. There ought be a constant desire for control, management dependence, and salary justification. Avoid at all costs the creation of procedural systems that are self-sufficient - able to function with less supervision still yielding quality output.

Once employees are empowered they will feel accountable to the company and perform better because it is but natural for people to return the good favor and trust bestowed upon them. So crush these individuals and they will surely be forced to leave because of the frustrating work conditions.

"No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings." -- Peter F. Drucker 1909-, American management guru