Employees leave a business for many reasons. Some of them we have already discussed; the exit is as a result of the behaviour of the employee, or as a result of a redundancy situation.
An employee may also exit by way of a simple resignation to take up a new post. Retirement, TUPE, ill-health, capability – these are just some of the other reasons.
Some exits are a good thing, some are more of a challenge, and some are seriously detrimental. Here are our thoughts on dealing with the various implications of employees leaving.
There are two things we would note first of all. Number one is that some exits are nothing to be concerned about; the job for life is no longer a thing for many, if indeed it ever was. And secondly, in the right circumstances, those leavers might come back in the future and work for you all over again, so it is important to ensure that the process of leaving is as good as the process of joining, wherever you can.
Although it is sometimes seen as a negative that people leave, this isn’t always the case. Some turnover is a good thing. Sometimes you develop people so well that they leave. But as the saying goes, better that than you don’t develop them and they stay!
When it comes to exit management, how it is done and how it should be done vary depending on the reasons for that exit. There will be times when you need to put someone on garden leave. There will be times when you want/need to use a Settlement Agreement. Sometimes you will need to think about enforcing Restrictive Covenants. Each of these areas is a specialist one, and turns both on the facts of the situation and often the individual contract of employment as drafted. So we can’t get into dealing with these here, other than to recommend that you take the appropriate advice where you need too.
We do need to talk about exit interviews for a moment. This is something that lots of organisations do, and it usually is the responsibility of the HR department. Exit interviews can provide you with lots of useful data about why an employee is leaving your business. However, it is only useful if you do something with it. All too often, exit data is collated, maybe turned into a graph or two, and filed. Most people end up categorised as leaving for ‘personal advancement’ or some such similar term. If you are going to do exit interviews, do them properly and do something with the data. Share it with senior leaders and have a dialogue about what it is telling you, expressly and the subtle messages underneath.
Finally, we live in an increasingly social media-driven world. Often what happens at work ends up on Facebook, Twitter or Glassdoor. Be mindful of this important fact, however privately glad you might be to see the back of someone.
Recommendations for managing exits:
• Keep in touch. Consider for example a LinkedIn Group for Alumni. Your former employees might also turn out to be your future talent.
• If you can’t do anything meaningful with exit interview data, consider just not bothering.
• Do keep an eye on leavers in the early months. An excess of turnover under a years’ service might mean that you have an issue somewhere, whether that be induction, training, or a disconnect between the job as advertised and the reality.
• Only hold people to long notice periods if you really need to. If the employee has mentally checked out, then you might as well just let them go.
• If everyone is leaving for personal advancement, then make sure you are asking the additional question: what are you getting at your new place that you can’t get here?
An employee may also exit by way of a simple resignation to take up a new post. Retirement, TUPE, ill-health, capability – these are just some of the other reasons.
Some exits are a good thing, some are more of a challenge, and some are seriously detrimental. Here are our thoughts on dealing with the various implications of employees leaving.
There are two things we would note first of all. Number one is that some exits are nothing to be concerned about; the job for life is no longer a thing for many, if indeed it ever was. And secondly, in the right circumstances, those leavers might come back in the future and work for you all over again, so it is important to ensure that the process of leaving is as good as the process of joining, wherever you can.
Although it is sometimes seen as a negative that people leave, this isn’t always the case. Some turnover is a good thing. Sometimes you develop people so well that they leave. But as the saying goes, better that than you don’t develop them and they stay!
When it comes to exit management, how it is done and how it should be done vary depending on the reasons for that exit. There will be times when you need to put someone on garden leave. There will be times when you want/need to use a Settlement Agreement. Sometimes you will need to think about enforcing Restrictive Covenants. Each of these areas is a specialist one, and turns both on the facts of the situation and often the individual contract of employment as drafted. So we can’t get into dealing with these here, other than to recommend that you take the appropriate advice where you need too.
We do need to talk about exit interviews for a moment. This is something that lots of organisations do, and it usually is the responsibility of the HR department. Exit interviews can provide you with lots of useful data about why an employee is leaving your business. However, it is only useful if you do something with it. All too often, exit data is collated, maybe turned into a graph or two, and filed. Most people end up categorised as leaving for ‘personal advancement’ or some such similar term. If you are going to do exit interviews, do them properly and do something with the data. Share it with senior leaders and have a dialogue about what it is telling you, expressly and the subtle messages underneath.
Finally, we live in an increasingly social media-driven world. Often what happens at work ends up on Facebook, Twitter or Glassdoor. Be mindful of this important fact, however privately glad you might be to see the back of someone.
Recommendations for managing exits:
• Keep in touch. Consider for example a LinkedIn Group for Alumni. Your former employees might also turn out to be your future talent.
• If you can’t do anything meaningful with exit interview data, consider just not bothering.
• Do keep an eye on leavers in the early months. An excess of turnover under a years’ service might mean that you have an issue somewhere, whether that be induction, training, or a disconnect between the job as advertised and the reality.
• Only hold people to long notice periods if you really need to. If the employee has mentally checked out, then you might as well just let them go.
• If everyone is leaving for personal advancement, then make sure you are asking the additional question: what are you getting at your new place that you can’t get here?
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
Role of Human Resource In Organization. Human Resource Management.Practical guide to Human Resource. Human Resource Definition.Human Resource certification.Human Resource employment
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