After spending five years at the company — the longest Daniel, a marketing executive, had ever stayed at any organisation — he decided to speak with HR about transitioning to another company that had approached him.
Fortunately, the new company wasn’t a competitor, and the pay was higher than his current salary. Confident that his current company wouldn’t match the offer, he felt certain about his decision to leave.
Before submitting his one-month notice, Daniel decided to speak with the CEO, whom he had direct access to. Not sure what to expect, Daniel was surprised when the CEO responded positively to his plans after hearing about the new role.
Still, Daniel submitted his official notice to HR, who surprised him by allowing him to leave in a week, giving him time to settle in for his new role, which required relocation.
“No one I told about this believed me—I was shocked too. And I received my full pay for that month, plus a farewell party that only took a week to plan.”
Although he felt a bit guilty, wondering how long it would take to fill his role, he appreciated how gracefully the company handled his exit.
While Daniel’s experience was smooth, such exits are far from the norm.
The challenge of handling exits and layoffs
In the past 24 months, mass layoffs have left many employees bitter, as companies struggle to stay afloat. Layoffs, especially when unplanned, often leave negative impacts on employees. Yet some companies ensure they meet legal requirements by offering benefits, generous severance packages, and adhering to labor laws.
For instance, during the peak of 2022 layoffs, companies like Airbnb and Lyft offered outplacement services and severance packages, signaling care for their employees even in difficult times. These measures go a long way in shaping public perception and strengthening the company’s employer brand.
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A few months ago, former employees of uLesson described their unceremonious exits from the startup. Some resigned due to restructuring, while others, including top executives, reportedly left over leadership issues. Those who spoke anonymously to Techpoint Africa said their departures were mishandled, citing problems like ignored notices and exclusion from meetings.
Patience Asore, a workplace coach, notes that how a company handles exits leaves a lasting impression. Having guided businesses through similar transitions, she emphasises that respect, open communication, and fair treatment should be priorities during any exit process.
“The way you treat them on the way out plays a significant role in how they represent your brand,” she says.
Unprepared employers struggle with exits
Employee exits are a natural part of any business. Even established companies experience turnover as Millennials and Gen Z employees typically average about five years at a company at a time they are on their way to making up majority of the world's workforce.
Asore points out that not anticipating turnover is a major mistake many employers make. Without a plan in place, they risk reacting hastily, causing disorganisation, lower morale, and loss of productivity.
“Many employers expect employees to stay long-term, but they fail to realise that employees work for different reasons and may leave when their personal goals change,” Asore explains.
Unprepared employers often scramble when key staff leave, which can cause issues for the rest of the team. In contrast, prepared employers have clear policies and protocols for handling final payments, offering references, and disbursing earned benefits. Asore emphasizes transparency and fairness in these processes.
“Provide them with job support and pay them what they’re owed,” she advises. “It’s about preserving your relationship and reputation.”
Handling layoffs with empathy
While resignations are typically easier, layoffs are often more disruptive since they can unexpectedly derail employees' livelihoods. Asore advises taking a more empathetic approach when letting people go.
Most employers don’t enjoy layoffs, but whatever severance is offered should reflect care for the employees. Asore suggests that severance should be at least two to three months’ salary, providing stability during a difficult transition. Employers can go further by recommending outgoing employees to other companies.
At the height of the 2022 layoffs, some companies created public databases of departing employees, sharing them with organisations looking to hire. They also provided references, demonstrating genuine concern for their workforce.
Are exit interviews necessary?
Asore emphasises that many companies miss out on the benefits of conducting exit interviews. While some worry about inconsistent reasons given by departing employees, this isn’t a strong enough reason to skip exit interviews entirely.
She recommends that these discussions — whether informal chats during farewell gatherings or more structured conversations — should be conducted for both employees who resign and, if possible, those who are laid off as well.
“Exit interviews help you identify obvious mistakes, show where corrections are needed, and provide closure for the business.”
This feedback loop offers insights that can lead to improvements and ultimately strengthen the company.
When top talent is leaving
In cases such as Daniel’s, employers sometimes have to see high-performing employees leave, which can be challenging. If not handled properly, it can close the door on a possible return.
Asore advises employers to investigate the reasons behind a top talent’s departure, especially if it’s related to a higher salary offer, a desire for more flexibility, or a need for new challenges. This approach can help companies understand the specific factors influencing the decision and potentially offer retention solutions before the departure.
Asore recommends focusing on maintaining a positive, mutually beneficial relationship beyond their time at the company.
“Treat them with respect, make sure they feel valued, and keep the door open,” she says.
The challenges of rehiring an ex
Asore expresses reservations about rehiring employees who chose to leave. Apart from the limited notice period, which usually gives the company only a month to adjust, hiring a replacement requires time and money.
Bringing back an employee who left could imply that the company overlooks the inconvenience caused by their departure.
Asore firmly states she wouldn’t invite back a top employee who chose to leave.
“I may not call back an employee who left because they are so resourceful. That would mean giving that employee power over me. I wouldn’t allow an employee to have that kind of influence by asking them to return after they’ve left, especially since there’s a lot of talent out there.
"The expectation is that you left for reasons important to you without considering how it would impact the brand. There’s no need for you to return. We can maintain a strong relationship, and I can even recommend you elsewhere, but I wouldn’t call you back.”
If the roles were reversed, she wouldn't advise an employee to return to a company they've exited unless it is to fill a higher position.
