Learn to say NO – without fights, without guilt and without regrets!
Learn to say NO – without fights, without guilt and without regrets! I used to be one of those individuals who felt compelled…
Currently, the situation is deteriorating further. This issue is not limited to a single organization; it is occurring across the board. Rather than officially terminating employees, HR personnel and managers resort to underhanded tactics to compel employees to resign. This is merely an effort to save a small amount of money for the company. They create an environment where the message is clear: resign or we will make your life unbearable. They employ various psychological strategies to push you towards making that decision yourself, allowing them to absolve themselves of any responsibility.
It begins with a casual invitation – 'let's meet for a quick 10-minute informal chat.' You might assume it pertains to a project, but within five minutes, you will hear something like, 'We believe it’s time for you to seek opportunities elsewhere.' This is how they lay the groundwork. There is no official email or communication, just a subtle nudge to unsettle you mentally.
Out of the blue, they will claim, 'Your deliverables on the last project were not satisfactory.' They will assert that the client had concerns and that you have been underperforming for some time, despite the fact that you were doing well until the previous week. All of this occurs without any formal warning letter, no evidence, and merely vague feedback.
You will be summoned to a meeting room or a Microsoft Teams call where you will face both the HR representative and the manager at the same time. The pressure intensifies. The manager adopts the role of the bad cop, stating, 'Your performance is lacking, and your skills are outdated.' Meanwhile, the HR representative plays the good cop, expressing concern in a soft tone: 'Let’s facilitate your exit gracefully; we can make this process painless for you.' They apply pressure from both sides, leaving you mentally drained. Eventually, you may start to feel that resigning is preferable to enduring this torment.
They cease to include you in meetings, your name will abruptly vanish from email threads, and at times, you may find yourself placed on the bench without any notifications. You feel overlooked and begin to question whether you are still part of the company. This is a gradual psychological assault designed to make you feel worthless and to encourage you to resign voluntarily.
If you remain resolute and are not swayed by their rhetoric, they may threaten, saying, 'If you do not resign now, we may have to terminate your employment. This could complicate your future background verification checks.' Such actions could jeopardize your career. Therefore, recognize that they wish to provide you with a dignified and graceful exit. They strive to instill guilt and doubt by any means necessary, compelling you to submit your resignation letter voluntarily. This way, it appears on record that you left of your own accord, absolving them of any legal responsibility.
They will conduct all these theatrics solely over phone calls and in private meetings. There will be no official emails, chat logs, or documents—why? Because if matters escalate legally, there will be no evidence to prove that they coerced you. This is why it is essential to always follow up with emails. For instance, you might say, 'As discussed in today’s meeting, I was asked to resign, and I kindly request confirmation of this in writing.' This will likely make them uneasy.
They will pressure you to submit your resignation within a mere two to three hours. They are aware that you are in a state of shock and confusion. Their aim is to prompt you to act impulsively. However, do not succumb to this pressure. There is no legal stipulation requiring you to resign immediately or within 24 hours. Additionally, they may use terms such as mutual separation, voluntary exit, organizational restructuring, and smooth offboarding, which all sound official but ultimately convey the same message: they want you to leave the company while avoiding accountability for it.
They are essentially attempting to evade the payment of a substantial severance package, sidestep documentation and legal complications, and maintain a clean attrition record.
When Human Resources pressure you to resign, consider the following points:
Inform them that you require time to contemplate the decision. Request that they send an official email outlining the circumstances.
Even if they employ emotional manipulation or your manager threatens that you will be blacklisted if you do not resign amicably, simply state that you have not made a decision to resign. If the company wishes to terminate your employment, they should adhere to the formal procedure and provide written documentation.
From the moment you sense a shift in your situation, begin documenting and recording every conversation.
Are you informed about what you are entitled to in such situations?
No company in India has the legal authority to compel you to resign.
At this point, the ball is in your court. You must negotiate wisely. Aim for a more favorable severance package. If they propose one month’s salary as severance, request two or three months instead. They may resist, but do not hesitate to ask. It is all about how you manage the situation strategically. They desire a quiet exit, while you seek a fair resolution.
Attempt to postpone your departure for as long as possible. You can utilize this interim period to seek new employment without sacrificing your income. Perhaps you could take medical leave and provide a doctor’s certificate if necessary.
Here are seven suggestions to ensure that remote or hard-to-reach employee’s feel included and appreciated:
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Mr. Krishna Prasaad, a corporate and institutional trainer, holds an MS in BIT and an MBA in HR from London.
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