This advice describes a terribly one-sided situation:<p><pre><code> Although two weeks notice is standard, give more notice
if you're willing to. Give four or even six weeks. The
only caveat here is that if the CEO reacts poorly when
you give notice, you might find yourself escorted out
of the building that very moment.
</code></pre>
Please (especially recent grads, I'm talking to you here) don't let yourself buy in to the "the employee should be loyal to the company, but not expect loyalty in return" trope that is all too common. Your job (in most cases!) is not a matter of loyalty for either party. It's a business arrangement between two consenting parties that work be performed for pay. There is almost always a built-in part of that arrangement to facilitate a smooth ending.<p>By all means, act professionally and with integrity in your dealings with your employer. But remember your job is not a favor they are doing you.
You've GOT to be kidding me with this.<p>"No surprises: Even worse than leaving is giving little or no notice. Then the company has to scramble to fill the immediate void. Although two weeks notice is standard, give more notice if you're willing to. Give four or even six weeks. The only caveat here is that if the CEO reacts poorly when you give notice, you might find yourself escorted out of the building that very moment. So you have to be ready for that. But hey, if you wanted to go anyways, then that might be OK with you."<p>So you should do the "right thing" for the benefit of the CEO who probably holds 10-30+% of this company compared to your 0.0X%, but willing to accept that they may insta-can you because they "react poorly" to this news.<p>Many people in this position may truly want to give 2,3 or even more weeks notice out of guilt, but they ALSO might financially really need not to have that income gap. Logic (or call it good business) would dictate that in that financial position, you give a standard two weeks notice and hope that if you DO get escorted out, they at least pay you out for the two weeks.<p>The author's take on this is "you have to be ready for that"? I don't get it.
Never, ever give more than 2 (or 3 weeks if you're like senior staff) weeks notice. It's not your obligation to make sure the company is run well. You should also look out for yourself because no company will ever look out for you despite what you tell yourself. This is a shitty article.
<p><pre><code> Although two weeks notice is standard, give more notice
if you're willing to. Give four or even six weeks
</code></pre>
I question why this should be asymmetrical.<p>If it were the other way round, and it was to the company's advantage for you to leave as soon as possible, how many CEOs would give three times as much notice as they were contractually obliged to?
If 2 weeks isn't enough time, then why does the contract say 2 weeks? Instead of expecting one side to go above and beyond what's laid out in the contract (as many have said, the 2 weeks notice is a very asymmetrical part of the contract already), why not write it into the contract instead? Have incentives for employees to give 4 or 6 weeks notice, and maybe offer something back on the other side, like an employer-guaranteed severance of 4 weeks pay for any reason of termination that's not something like stealing from the company, etc.<p>When you start making blanket statements about "you should always give [something]," then maybe it should be contractual rather than an "unwritten rule."
"<i>As a CEO it's really hard to understand why an employee doesn't have the same commitment.</i>"<p>Seriously? Let me spell it out:<p>The CEO has a significant amount of stock, unlike most employees, so the success of the company makes a big difference to the CEO. To the employees, it might translate into less money than they can get by changing jobs.<p>And to the employees, it feels like <i>they</i> have more commitment than the CEO. As jwz pointed out[1], the employees sleep under their desks but the CEO goes home at night.<p>[1] <a href="http://www.jwz.org/blog/2011/11/watch-a-vc-use-my-name-to-sell-a-con" rel="nofollow">http://www.jwz.org/blog/2011/11/watch-a-vc-use-my-name-to-se...</a>
Oddly enough the original question is what a CEO can do, but after discussion how hard it is for the CEO emotionally the all of the specific advice is aimed to the valuable employee who's leaving. I'm not clear on how exactly the post author missed the point of the question so impressively and then submitted it here - perhaps he couldn't think of anything else to write in response? The tips for the employee are good, though a bit patronizing and basic, but it's not exactly very useful to a CEO. I've been on both sides of that table (though as manager for the employee who was leaving, not CEO) and post that actually answered the question would have been more than welcome. It's usually too late to keep the employee when they're resigning, but there's often some room for a positive relationship when they leave. In my experience keeping up morale, keeping a potentially valuable contact (you wanted to them for some reason, right?) available, avoiding a reputation hit with other potential hires & partners, and maybe being able to tap them for tribal knowledge or the occasional bit of consulting is well worth a lot of effort for the CEO. How you do that tends to be a bit less clear...
> <i>As a CEO it's really hard to understand why an employee doesn't have the same commitment.</i><p>Oh lawdamercy, cry me a river. Getting a new job is a PITA, and most employees aren't going to jump without very strong reasons.<p><pre><code> 1. they got another offer to good to refuse. You should be happy for them.
2. the company does not feel financially stable. That's your fault, bubs.
3. they're being treated badly or morale has flatlined -
that's definitely your fault, twinkletoes.
</code></pre>
This article is essentially telling the departing employee to bend over, for free. Good one.<p>Here's some <i>better</i> advice to a CEO:<p><pre><code> 1. don't take it personally
2. give the employee an opportunity for an exit interview *with you*.
Don't fob the job off onto some underling.
While some departing staff will decline as they don't want to
burn imaginary bridges, most passionate staff will give you an
unvarnished look at the company.
3. talk to other seniors in the company and try to determine if the
problem is individual or systemic.</code></pre>
Two weeks, unless you have an exceptional relationship with the company. If you aren't <i>sure</i> your relationship is exceptional, then it isn't, so don't worry about it.<p>You'll be forgotten in three weeks.
For those who periodically ask why a start-up needs someone with HR skills, here's a good example. While the HR person may not be <i>needed</i>, the HR person can handle things like release forms, exit interviews, care and feeding of the remaining employees, etc. -- the first 2 may not be required, but "care and feeding" certainly is.<p>Some CEOs can handle this, but most probably can't, due to time or temperament. Some companies may not need this, but most probably do. . .at least to help with the initial shock and/or readjustment(s).
I'm in France right now and the usual legal notice here is a ... 3 month notice.
This is a double edged sword: unless common agreement, the employer have to pay the employee 3 month (and if asked, the employee has to stay at work), but it gives him the time to replace it properly.
I won't go in detail to the different legal issues for each case, but it avoids these kind of problem for startups (and create others).