Employers Not Deserving of Two Weeks Notice
Giving two weeks notice upon deciding to leave a job is considered customary even if it is not always offered by employees to employers. One woman however isn’t a believer in that expectation and, as the saying goes, was willing to “say the quiet part out loud.”
Headline: Woman explains why she wouldn't give her employers a two weeks’ notice, sparking debate, by Zoha Fatima at Scoop Upworthy
“D’Shonda (Brown) said that if employers expected two weeks' notice from departing employees, they should be willing to pay those who are being let go for another month,” Fatima writes.
“I don’t believe in the whole two-week notice thing,” Brown says, elaborating, “Why am I giving you two weeks to let you know that I’m leaving when if you were going to fire me or lay me off, you would let me know that same day?
“I need to set boundaries. So the same respect that you would give me, I’m going to give you back. Jobs and corporations don’t treat us with the same respect and loyalty that they expect us to give them.
“If you want me to give you two weeks, I need you to at least give me a month to get my life together. Because a lot of people have children, elderly parents and grandparents that they need to take care of. A lot of people are on disability. A lot of people are preparing to have a family. A lot of people are probably on the verge of an eviction notice or homelessness.
“So the same respect and loyalty that you want me to give your brand, I need to feel that. And if not, all you are going to get is the same immediate notice that you would give me.”
Is this an employer mind bomb or does it make employees stand and cheer in support? The podcast earned three-million views (listens), Fatima writes so it is a point people are curious about.
Today, in Communication Intelligence, two professionals come together to discuss the bold nature of this story: Kraig Kleeman is the founder and CEO at The New Workforce and Kraig Kleeman Live and Danielle Sabrina is a celebrity publicist and the founder and CEO at Society22 PR.
A three-question interview:
Kraig Kleeman
Is there some legitimacy to D’Shonda’s argument about the employer-worker relationship and treatment and if so, why so and if not, why not?
“D’Shonda’s argument raises a valid point about the disparities in the employer-worker relationship, particularly regarding notice periods and treatment during departures,” Kleeman says.
“There is some legitimacy to her argument in the sense that employees often perceive a lack of fairness in how companies expect them to provide notice while not constantly reciprocating that courtesy. The argument also highlights broader concerns about job security, loyalty and respect.”
Sabrina sees problems too in the status quo, at least in some organizations.
“There is (legitimacy to the point of contention), especially in older companies that have not evolved into modern culture,” she says. “On the other side of this is a business that supports many people, and if someone is being let go, there’s a good chance that the role is no longer needed or performance issues are driving the decision.
“It’s a very expensive and long process for companies to hire new team members, so letting someone go isn’t a quick decision.”
Kleeman says that the parallel that D’Shonda makes is not perfect.
“It’s important to note that the comparison to firing or layoffs is only partially accurate, as these actions might be prompted by factors unrelated to individual performance,” he says.
“The concept of employment-at-will, which is prevalent in many employment contracts, allows employers and employees to terminate the employment relationship without notice, barring any contractual obligations or legal restrictions.”
Is this admirable courageousness or dangerous professional behavior? Why so?
“D’Shonda’s stance can be seen as both admirable courageousness and potentially risky professional behavior,” Kleeman says. “On the one hand, she advocates for fairness, respect and improved employee treatment, which can lead to healthier work environments and better relationships between management and staff. This courage in speaking up can also prompt discussions around improving workplace policies and addressing employee concerns.
“On the other hand,” Kleeman adds, “openly challenging established norms and expectations can also be considered contentious, primarily if not handled diplomatically. Depending on the corporate culture and management’s reaction to her perspective, this might affect her professional reputation or employment prospects.”
Danielle Sabrina
Sabrina doesn’t agree with D’Shonda’s rationale.
“If the working conditions posed a safety risk, I can see and understand not giving a notice,” she says, offering a career warning. “However, not giving a notice leaves a bad taste with the employer and is an unnecessary way to part ways.”
What could help workers receive the same professional courtesy as this person requests, if its even possible, to maybe prevent immediate employee departures?
“The kind of courtesy she is requesting is ideal if the person is being laid off for circumstances outside of their control,” Sabrina says. “Oftentimes, the decision to let someone go comes down to performance and culture fit. Both are easily remedied if the person is willing to step up their performance and change the undesired behaviors.”
Meanwhile, Kleeman proposes checkpoints as a winning strategy.
“Several strategies can be considered to help workers receive the same professional courtesy as D’Shonda is requesting and prevent immediate departures,” he says.
“Transparent Communication: Employers can communicate more openly about the reasons behind organizational changes, layoffs or terminations. This approach will assist employees in understanding the decisions and reduce feelings of unfairness.
“Fair Treatment Policies: Companies can establish and enforce appropriate treatment policies that address employee departures and dismissals. Consistent guidelines for notice periods, severance packages and exit processes can create a sense of equity.
“Employee Development: Investing in employee development and growth opportunities can increase loyalty and engagement. Employees who see potential for advancement may be more inclined to provide reasonable notice before leaving.
“Flexible Departure Policies: Offering flexibility in notice periods can accommodate employees’ unique circumstances. This could involve negotiating notice periods based on individual needs and situations.
“Open Dialogue: Creating a culture where employees feel comfortable expressing their concerns and ideas can lead to productive conversations about workplace policies and expectations.
“Reevaluating Employment-at-Will: Companies could reconsider their approach to employment-at-will, exploring more extended notice periods for both parties or adopting a more balanced approach that respects employees’ situations.
“Balancing the needs and expectations of employers and employees is essential for fostering a positive work environment and maintaining a healthy employer-worker relationship,” Kleeman says.
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