How to leave a job

I think I’m getting pretty good at leaving jobs. Not that I’m a serial job hopper. I don’t start a job, decide it’s boring, then throw in the towel at the first opportunity (although there have been times when I wished I had!) And, let’s face it, in these tough times good jobs are hard to come by so it isn’t very wise to just chuck it all in just because you don’t like the commute, or the office, or your colleagues, or think you could run things better than your boss. Having said that, I’ve definitely left jobs in the past because of poor management. No, I’m not a flaky employee. I’m a career contractor (for that, read ‘crazy person who’s decided that having control over her work-life balance is more important than getting a regular income’!) As a career contractor, I take on long or short-term contracts of work for an organisation that needs my skills and expertise for a period of time. I’ve been working this way for almost 9 years and, quite frankly, it has transformed my working life. I’ve worked for start-ups, national and international charities, community groups, global corporations, federal, state and local government departments and volunteer organisations. I’ve worked in many industries and sectors, countries and locations. I’ve worked with some amazing people (and some total nut cases), made lifelong friends, done some really interesting work (and some really dull stuff) and managed to earn a reasonable living. But, with each new contract comes the eventual reality that I will leave. I’m used to it now and usually view the ending of a contract as a new opportunity. After all, one door closes and another door opens. Sadly, many organisations don’t view the endings quite as positively as I do.

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Change in uncertain times

I think I’ve always been comfortable with change. I don’t view it as something to fear, but something to embrace. It took me a while to realise that not everybody thinks like I do.

Throughout my working life, I’ve often found myself at the coal-face of the interaction between people and organisations and I find it fascinating. Working in change management means that I often see the very worst of people – but also the very best. That intersection where people and organisations collide can be fraught with conflict. Supporting people to navigate the sometimes rocky terrain is often where HR practitioners spend most of their time and energy. It is a slippery path to tread – caught between the needs of the employees and the demands of management. More often than not, management wins. No wonder HR is often seen as something that is ‘done to’ people rather than ‘done for’.

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