The reason I ask is, a Fortune 500 company has been courting one of my engineers for about six months. About three months ago, the engineer told me he would probably be leaving within 30 days as soon as he negotiated a contract with the Fortune 500 company. But then negotiations stalled. I've been waiting three months in limbo, not really knowing if he is staying or going, and he doesn't know either. He's been distracted and reluctant to start any long-term projects, because he doesn't want to leave us hanging. But I can't stay in limbo forever. I really want him to stay or go, so I can plan accordingly. I told him I needed an answer by the end of the month, and his answer was, "Yeah, me too." I don't think he's taking it seriously. So, I'm thinking about telling him I want a one-year employment agreement with. Either he signs it, or I'm letting him go, and he can hang in limbo by himself. Is that the best way to handle it? If so, what penalties should I use if he violates the contract? Loss of stock options? Really, I don't want him to feel like I'm pushing him into a corner. He is a good engineer, and I actually hope he stays. I just need him to make up his mind!
You're focused on the stick. What's the carrot?
This guy is giving you a great opportunity to figure out what his job lacks for him. And, perhaps, what issues other people might have.
It could be that it's time for him to move on. Sometimes we all want a change of scenery, and your company may be too small to provide that for him. Or it could be that you kinda want him to go anyhow. In either of those cases, in your shoes I'd give him a firm date at which he is leaving. Whether or not he has his next job lined up by then is not your problem.
But if you want him to stay, then I would work hard to make your company a place he's excited to come to every day. He may not really know why he wants to leave; we developers are not generally very introspective. That means you may have to spend a fair bit of time with him figuring it out. But if you can come up with some options, then I'd offer those as the reason for staying, and forget entirely trying to find a stick.
I'll note that studies show that surveys of managers and developers show different motivators and priorities when choosing jobs, so the things that appeal to you may not work for him. You may need to check with other developers for ideas. And I'd also suggest that your joint reluctance to have him starting anything serious is a sign that you could improve your process by reducing grain size and shifting responsibility from individuals to teams. That will help you not just in this case, but with the engineers who aren't so open about their plans to leave.
Answered 9 years ago
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