This is when you step up. Look that guy freed up 25 percent of your budget by leaving.

Decide what work you can put off, push off, automate and redelegate tasks based on priority. Offer to be acting supervisor no pay increase. Do a deck for him with options.

I have staff who come to me on everything it is exhausting. I wish one would step up and I would push for them to be manager.

Also did you contact HR to post job. Did you get that ball rolling or did you check with your boss or HR?

The job market is a bit more employe friendly, and to be honest I had a guy stamp his little feet once and demand a raise or he walk out. I got his raise. I regreted it. Why a few months later he saw a job another area slghtly more pay in company and stamped his feet again I am going to quit unless you let nme transfer. At this point I was sick of him so said go for it. Guess what a few months later he stamped his feet again for more money and guess what we said no and he quit and found another job. Since then I am like your boss. Go elsewhere.

So step up. Your boss is strong.

And start applying elsewhere while creating that plan. Sign of bad workplace - agree it falls on manager.

Of course it's your job to have a plan when you lose an employee! Your plan should be allocating his workload and also for rehiring.

Ask your boss what resources will he allocate to this

I loathe companies like this. They put it on the remaining employees. I had a job share and when my other half left at a peak time, they expected me to do her work too. I was extremely productive and bringing in clients and they refused to give me a raise (on top of toxic leadership) so I walked. DD was laid off over the winter and the remaining people in her small department had to assume her workload when they were overworked. No surprise they quit. I would turn this back around on your boss. How does he/she plan to hire a replacement quickly? How will they be helping to pick up the slack? You can only do so much.

Anonymous wrote:

Anonymous wrote:This was a dumb question. This is your boss's problem, not yours. He needs to provide you with the most important work that needs to be done in order of priority.

Also, you have co-workers, not teammates, unless you work for an athletic organization.

From OP’s wording, I assumed she is a manager. In this instance, she needs to come up with some sort of plan. Merely saying that this is her boss’s problem is a good way to no longer be a manager.

"Our boss". They all report to the same person.

Anonymous wrote:This was a dumb question. This is your boss's problem, not yours. He needs to provide you with the most important work that needs to be done in order of priority.

Also, you have co-workers, not teammates, unless you work for an athletic organization.

From OP’s wording, I assumed she is a manager. In this instance, she needs to come up with some sort of plan. Merely saying that this is her boss’s problem is a good way to no longer be a manager.

Think about your response if your boss says "it's only temporary coverage. do ALL until we hire new staff which will be very soon." (or some variation of this BS).

I would approach it as a prioritization meeting. Take a look at your workflow and upcoming deadlines and assign priorities to deliverables. Rank them accordingly on a timeline. If your manager isn’t comfortable with the timelines, they can choose to bring in additional resources. This is a straightforward exercise with no emotion.

This was a dumb question. This is your boss's problem, not yours. He needs to provide you with the most important work that needs to be done in order of priority.

Also, you have co-workers, not teammates, unless you work for an athletic organization.

I agree with PP. You absolutely need to examine what your colleague did, and decide as a team on the work portions you will tell the boss that you cannot do.... even if you can. The boss needs consequences for not treating his team better.

Anonymous wrote:You need to figure out a plan to cover his workload. Figure out a way to divide his current workload into thirds and assign one third to each remaining person on the team. It shouldn't be that complicated.

I'd be very careful doing this and presenting this to your management. Don't say "remaining 3 members will take on 1/3 of departed worker" because it means you and other workers' workload wasn't full to begin with. Instead say we will divide his work but these are the items that we are NOT going to be able to do - each come up with items that will be put on hold.

You need to figure out a plan to cover his workload. Figure out a way to divide his current workload into thirds and assign one third to each remaining person on the team. It shouldn't be that complicated.

Anonymous wrote:One member of my 4 person team up and walked on Friday with no notice after unsuccessfully negotiating a deserved raise.

Our boss came to me this morning and asked what 'my plan was' for covering his workload.

I have no plan and no additional compensation was offered,

He wants an answer by 2 pm

Help me

If you're not the hiring manager, then the longer-term plan for covering your former coworker's workload rests with your boss. The immediate plan is the basics....what was the coworker on before he left, prioritize, and then figure out how to reassign the work. If things can go on the back burner, then they go on the back burner. If this person had a unique skill set that no one on the team can fill, then communicate to your boss so he can make informed decision on how to work with HR to fill the gap.

One member of my 4 person team up and walked on Friday with no notice after unsuccessfully negotiating a deserved raise.

Our boss came to me this morning and asked what 'my plan was' for covering his workload.

I have no plan and no additional compensation was offered,

He wants an answer by 2 pm

Help me