Somehow, we ran a poll where the participants shared their opinions about an offboarding culture in the companies.  88% of them answered in the negative. Their answers turned out to be close to the opinion of 71% of respondents from different countries, who also believe that the process of offboarding in their companies is ill-organized or does not exist.

The topic is not an easy one. Companies do not like to talk about employee turnover and reasons for dismissal. Resignation/quitting is still an ignored part of an employee’s life cycle.

The average duration of an employment relationship in today’s world is 2–5 years. Knowing how to end an employee’s working relationship ecologically is equally crucial as hiring or onboarding for a company’s brand and reputation.

So, how could you end on a positive note?

Termination is always an emotionally costly process whether you are parting with an employee by your own decision or it is their wish. The company team is also reflective about the departure of a colleague. An organized process of offboarding allows you to take a constructive approach to the end of the employment relationship, choose an algorithm of actions depending on the specific case, minimize possible negative aspects of the dismissal process, and outline the prospect of relations with the former employee in the future.

Prepare for the termination conversation. This conversation is stressful not only for the employee but also for management. Hearing about a layoff can be very upsetting for some employees, while others can become aggressive. Allow emotions to come out. Keep the conversation positive and constructive. Allow the employee to spend part of their time looking for a job, or offer to help the HR department if the company has the resources. Training in constructive behavior in conflict situations can help management confidently and correctly conduct such a conversation.

An employee’s decision to resign at will, even if it is someone you don’t want to lose, should be understood and accepted. Agree on the timing of the dismissal. Operational necessity may require the employee to complete projects or find a replacement, but these terms should always be discussed and negotiated in a way that respects the interests of all involved.

Explain the dismissal procedure step-by-step. Each company may have its own “rider” of what equipment or documents to hand over, what files to hand over, what documents to sign, etc. Let the employee know the contact person responsible, who to contact for help and advice on the procedure.

The outgoing employee’s access to confidential information should be monitored to prevent the possible leakage of trade secrets or sensitive company data.

Create a succession plan. Develop a meeting or work counseling plan that helps the departing employee smoothly transfer their responsibilities and knowledge to colleagues. Not only will this ensure a smooth transition after the employee leaves, but it will also make the employee feel important until their last day on the job.

Conduct an exit interview. Exit interviews allow you to find out the reasons for the layoff, identify possible problem areas in the company, understand the competitiveness of the company’s offerings, and make changes in hiring and retention policies.

According to statistics, 98% of employees believe that feedback about work in the company during exit interviews is meaningful for management. People are more sincere and courageous to share how they worked in the company at the moment of dismissal than during their employment.

The exit interview should be well-organized and meaningful so that the person understands it is not a waste of time. Develop an exit questionnaire. During the meeting, make notes so that you can use them later to clarify the necessary information.

If you are parting with an employee peacefully, the order of questions is not essential. But if the employee is leaving hard, you need to end the conversation on a positive note. Ask them what was good in their work, share your opinion about their contribution to the company, and thank them for their contribution to the company’s development. Make sure the employee leaves with the thought that the good things did happen.

Offer referral support. Whether the employee is leaving on their own or at the initiative of management, cover letters of recommendation are always appropriate. Offer your support and assistance in this matter.

Notify the team of a colleague’s termination. A colleague’s departure can upset other employees, cause anxiety about their position, and create unnecessary speculation. To keep the team guessing, break the news at a general meeting. It is possible to organize a corporate tea and coffee or lunch, which will help to smooth out the negative feelings from the departure of a colleague. If it’s customary to give the departing colleague an exit pack (such as a commemorative set of company merch or a souvenir), that’s fine.

Leave the door open. After an employee leaves, maintain a relationship with them. Former employees will appreciate the opportunity to turn to you for help or support, and they can be useful to the company themselves: they can become loyal customers or partners, brand and product ambassadors of their former employer, or recommend specialists to the company.

It is not uncommon for former employees to return to the company sometime later but in a new status and more experienced. Support this process by creating the conditions for boomerangs to integrate into the team and supporting them during the adaptation process.

Boomerang employees are an effective tool in recruiting policies and strategies to build a strong brand. The company saves time, money, and efforts of the HR department to search for candidates and keep the reputation of such a brand, whose corporate culture and working conditions are so attractive that former employees are eager to become part of the team again.

Offboarding – summarizing the results of cooperation between the company and the employee. A culture of “respectful offboarding” creates an environment where the employee feels valued and significant, where dialog is maintained even after the employment relationship ends, and where the basis for professional interaction in new conditions is created.

Forming an offboarding culture requires a systematic approach and planning. Our company provides consulting services and offers professional techniques that allow you to get qualified training in conducting effective exit interviews, negotiations, and dealing with conflict situations.

Postscript

A layoff doesn’t happen in an instant. Changes in an employee’s performance, mood, commitment, etc. precede the decision to leave a company. The company’s HR specialists are responsible for onboarding and building an effective team, retention, and sustainable resignation. Employee retention and building an effective team is the task for management and the company’s HR specialist(s).

Be proactive. Observe the mood of employees, pay attention, and analyze the changes taking place. This can be done through questionnaires and individual meetings.

For example, an employee’s productivity and engagement has decreased. Find out the reason for the problem. If the decline in performance is due to a change in business processes, consider additional training, redistribution of workload, or reassignment to another function. If you realize the reason is due to the person’s attitude (burnout, loss of interest, personal circumstances, etc.), offer a “trial period” for change for the better. If there is no progress, you will inform the employee about the resignation, and this “news” will no longer be unexpected.

It’s important to remember that timely response and support can not only prevent quitting or resignation but also increase employee loyalty to the company. Your efforts to create a favorable working environment and support employees during difficult times will pay off a hundredfold, improving overall productivity and team stability.