Many people are currently undergoing radical career changes, some voluntarily, others involuntarily. As organisations redefine their future, their aspirations, and even their purpose, some of them need to revisit their resourcing models under the current circumstances.

Whilst the decisions to restructure are understandable from an economic perspective, the question is “how to create a good ending for people leaving an organisation?”

There are numerous benefits to forging good endings for both employees and employers. For employees the benefits include:

– a sense of acknowledgement of their contribution
– bringing to a close their day-to-day belonging to a team
– a felt sense of support to successfully prepare for their future endeavours, typically provided in the form of outplacement services, coaching or mentoring
– an overall good ending which establishes the foundation for a good new beginning

For employers, the benefits are arguably even more important, though often overlooked:

– creating future ambassadors and first-hand support for your brand
– transforming leavers into future buyers of your services
– demonstrating to “stayers” how the organisation cares for its employees, reinforcing their sense of belonging and engagement

To that last point, the needs and perspectives of stayers, those remaining with the organisation, are regularly ignored, whilst they might cope with issues such as “survivor guilt” following an organisational restructure. The reality is that those staying behind can only do so based on the sacrifice made by those leaving. Again, a beautiful example of acknowledging leavers’ contributions.

It is for that reason that organisations should not only consider outplacement services for those leaving an organisation, but also for those staying within the organisation.

by Dorus van den Biezenbos