What happens when an employee leaves your business is, for the most part, up to you. What happens after they leave is a reflection of their experience with your organization. Hopefully it will be a positive one.
Working in an employment centre I heard lots of stories about employers. As an employment consultant, I listened with an open mind because most of the people who came through my door were not happy people, they were unemployed. They had temporarily lost their opportunity to earn a living.
Some had been laid off due to lack of work, some were let go because they did not fit the culture, others were let go because their skills did not match the changing times. The ones who were hardest on employers were the ones let go because of behavioural issues.
When I heard an isolated rant against an employer, I took it in as part of the process of working with the client. When I heard repeated rants against the employer there might be a pattern that one should pay attention to. In many cases, it was a personality difference, not an indicator that it was a difficult employer.
Where the damage can occur for the employer is in workshops and the resource rooms of the employment centres. If a client is upset with a former employer, they may vocalize it to whomever will listen. This can damage an employer’s reputation and make it more of a challenge to find good employees in the future.
While an employer can’t control what an employee who leaves their establishment says about them, they can minimize the negativity by treating employees consistently and fairly. Employees need to be trained to do their tasks and receive recognition of a job well done or when they go above and beyond.
Having good hiring practices minimizes the need to release employees. Having job descriptions and the required knowledge and experience needed to perform the tasks today, and in the future, is necessary as are reference checks for those who are selected for the short-list. A letter of employment is a crucial part of hiring new employees. It clarifies expectations, outlines the probationary period, and leaves no grey areas.
Once hired, the opportunity for ongoing training in both hard and soft skills will ensure a greater likelihood of having engaged employees. Many employees leave an employer because of lack of training, both in their immediate tasks and in career development.
If they leave, give them the opportunity to deliver positive experiences of their time with you.
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