The people at your promo company may sometimes change. Even though the “Great Resignation” appears to be ending, many employees are still itching for a new opportunity. A survey from PriceWaterhouseCoopers finds that 26% of workers say they plan to quit their job in the next 12 months, which is up from 19% last year.
Whether employees leave voluntarily or they’re let go, the departure should be handled professionally and respectfully. Sarah Rodehorst, CEO and co-founder of Onwards HR, says it’s important to remember that you hired your employees for their skills and qualifications. When parting ways, leave the door open for potential opportunities with them.
In this issue of PromoPro Daily, we share Rodehorst’s guidance on how to handle employee separations empathetically.
Always communicate clearly. It’s never easy to give someone bad news. Maybe an employee isn’t living up to expectations, or they’re just not a good fit for the team. Whatever the situation, don’t sugarcoat it. Rodehorst says it’s important to be clear about what’s happening and communicate important details, like when they’ll receive their last paycheck or what will happen to their unused PTO.
Remember that your employees are brand ambassadors. If your departing employees aren’t treated respectfully, they may take their displeasure to social media. If they do, there’s a good chance your current employees, prospects and clients will notice. An employer brand that took years to build can be crushed with just a few LinkedIn posts, Rodehorst says, so pay attention to your exit experience. She says that in the case of a workforce reduction, you should proactively explain the business decisions behind the action. In the case of involuntary termination with cause, make sure the terminated employee’s privacy is regarded as paramount.
Understand the legal implications. Typically, employees are hired on an at-will basis and employers can let them go for any legal reason. However, according to Rodehorst, companies need to pay attention to severance. She says the latest ruling from the National Labor Relations Board makes it unlawful to offer a departing employee a severance agreement predicated on nondisparagement and confidentiality.
Train your managers. Unless they have experience letting employees go, the managers on your team might not know how to handle it. Rodehorst advises that managers attend termination training. And if possible, include a member from your HR team in every termination meeting. She says being supportive and respectful while protecting the organization from potential litigation is a delicate balance for any manager.
Parting ways with employees can be painful. You can make the process easier by providing transparent communication, thinking through the legal side of things and making sure managers know how to let an employee go on good terms.
Compiled by Audrey Sellers
Source: Sarah Rodehorst is the CEO and co-founder of Onwards HR. She has held leadership positions at startup and Fortune 500 companies.
