After 26 years with the same company, and 15 years working in the same department, I resigned from my job last month.
On some levels, it was a hard decision to make. I was earning a decent salary, and the company offered excellent insurance – medical, dental, and vision. My tenure with the company meant that I earned 32 days of vacation a year, plus paid holidays. I really liked my colleagues, and I found the work I did to be enjoyable.
There were many reasons to stay. Unfortunately, there were many more reasons to leave.
I outlined my reasons in my letter of resignation:
Though the company continues to publicize its diversity, equity and inclusion philosophy, bias, whether acknowledged or not, does exist, making it clear that I have no viable future of opportunity within this organization, despite 26 years of tenure, loyalty, and positive reviews.
I cited examples illustrating the experiences which led to my decision to resign:
New employees have been hired and provided the necessary training to be successful and advance, while I was told I would not be considered for promotion because I lacked experience in specific areas.
When I pointed out that I had not been given training in those specific areas, it was explained that I had not been provided the training needed to advance because the three people in my immediate chain of command were relatively new in their positions and still learning their own roles. When I pointed out the double standard, my point was acknowledged, then dismissed.
The company found creative avenues to assist an employee and meet them where they were- physically, mentally, and emotionally, yet was selective in doing so.
Shortly after the company recruited a Credit Administration Manager in March 2020, the manager was involved in a serious accident, and he was not able to return to work for many months, resulting in the position remaining open.
He eventually returned to work for the company, rehired through a temporary agency as a contract employee at a reduced category and salary to be given the opportunity to demonstrate if he could still perform the required duties, despite suffering a traumatic brain injury in the accident.
I was not afforded the same opportunities to ‘prove’ myself, despite positive performance reviews and continuous affirmation of my stellar work performance.
New employees are hired in the same category, yet with higher compensation than loyal, tenured employees, despite having fewer years of experience.
(I had discovered that a colleague with a decade less experience had been hired making $5,000/year more than me, then learned it wasn’t an isolated incident.)
I had numerous discussions with those who have the power to change things. In June 2021, I requested and met with my leadership team- my manager, both VPs, and the Executive Director. I provided a typed, three-page list of frustrations, issues, and concerns. My list was compiled from my own experiences and observations, as well as other team members’ commentaries and perceptions. I included links and resources of value in helping to promote positive change.
I shared that I love my job, the team, and the people in the department, and that I wanted to help contribute to the success of the team, department, and organization. Servant leadership, employee advocacy and communication were all touchpoints, and examples were given. Concerns regarding ADA compliance and employee wellbeing and mental health were expressed, and I was dismayed by the lack of forthrightness in addressing those issues. It has been nine months, and there has been no appreciable change, or even the hint that positive change is in the wind.
I have a strong vision of what positive, impactful changes the company is capable of accomplishing. I was hoping to be a meaningful voice at the company, both within its walls and to the communities it serves.
Unfortunately, given the experiences detailed above, I am left no other option than to tender my resignation, effective April 8, 2022. My decision does not come lightly or easily. I hope the organization will address these issues of selective opportunity as it moves forward to be an industry leader in word and action, as I know I am not alone in my concerns.
Everyone has a story about why they left their job… this is just a small part of mine. There’s more to it, (of course) and I’ll be sharing more details, as well as my experiences and observations over the coming weeks.
Next, I’ll share my leadership team’s responses to my resignation. (Three of the bosses in my chain of command handled it very well, the fourth (who was the primary reason I resigned), demonstrated through his actions exactly why the culture was toxic and that my resignation was the right decision.) I’ll also answer some of the many questions that I’ve been asked over the last several weeks.
By sharing some of the experiences that led to my decision to resign, I hope to open the door to real conversations about these types of issues, as well as offering encouragement to those who are facing similar situations and don’t feel they have any viable options. I also hope it encourages bosses, leaders, HR and personnel teams, and executives to take a hard look in the mirror, examine their practices with more scrutiny, and do a much-needed course correction.
However, I don’t just want to share my story. I also want to hear from others who have had similar experiences. How did you handle them? Are you still with the same employer, team, or department, or did you seek other opportunities?
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