Taking care of the last part of an employee’s tenure may not seem as important as other stages of employment, but regardless of the reason for the person’s exit or how long they’ve been with you, it’s better for everyone if it is done smoothly.
These days, the practice of managing an employee’s exit is called offboarding, and it encompasses the process of closing the employment of a departing employee, from the time the call is made to end the employment relationship to the person’s last day (and sometimes beyond it).
In this article, we take a look at offboarding, what it is, why it’s important, how to make a successful transition, and steps to take to ensure your business and team are set up for future success.
Offboarding is typically defined as the process of supporting transitioning employees out of a business or organisation.
The exact steps and duration of the offboarding process will depend on the reason the person is leaving - whether that’s due to resignation, redundancy, or because they have been dismissed - and any terms and provisions contained in the relevant modern award, registered agreement, or their employment contract.
The process includes formal procedures like notice period requirements, returning any company equipment, handing over responsibilities and transferring knowledge, exit interviews and final payment, as well as more informal activities such as any farewell events.
Obviously, offboarding is the opposite of onboarding (or induction).
The offboarding process helps complete the employee lifecycle in a planned and structured way, keeping the end of the relationship as cooperative and productive as possible.
In smaller businesses where everyone is flat-tack, offboarding can be overlooked, but it’s worth taking the time to ensure it’s well organised and implemented.
A few key reasons include:
Once you’ve taken care of the basics and accepted that the person is leaving, let’s take a look at what you should do from there.
We will focus on dealing with employees who chose to resign. The process might be different if you are terminating their employment, especially in the case of a summary dismissal (dismissal without notice) because of proven serious misconduct.
In all cases, make sure you check the termination clause in the person’s award or registered agreement (and their employment contract) to confirm the minimum notice period and what you’re required to do.
Winding up the employment of a person who you’ve had to dismiss because of misconduct or stubborn poor performance can be tricky.
Such a termination should come at the end of a series of disciplinary actions, where you made it clear to the person their employment was at risk, established points of improvement, and gave them time and support to improve.
Once you’ve reached the point of dismissal, you have a few options that could simplify the final period of employment:
You will need to check the terms of the employee’s modern award, enterprise agreement or employment contract to see if these options are possible.
Find out more about your options during notice periods.
In the case of restructuring that ends in an employee being made redundant, there can be a lot of emotion involved. To ease the end of employment, you may choose to pay the person in lieu of notice or put them on gardening leave (on top of any redundancy or severance pay they may be entitled to).
Any redundancy should always come after the restructuring process, which requires that you consider reasonable redeployment options into other roles within the organisation or associated entities.
It may be reasonable in some circumstances, e.g. when there are multiple employees involved, to consider voluntary redundancies, because considering the employee’s preference will make their exit smoother and more dignified.
You may also want to offer the person outplacement support or skills training before they leave. Most modern awards have a job search entitlement that provides employees at least one paid day off per week during the notice period to find a new job.
Offboarding works best when it is cooperative, collaborative, and respectful. The aim is to end up on the best possible terms with the person who is leaving, for many reasons.
Just about anyone who’s worked for you has contributed, in large or small ways, to the team and organisation, and it’s good to recognise these contributions. This means that you end the relationship on a positive note, and demonstrate to remaining staff (and potential new ones) that you take recognising and valuing what people do seriously.
It’s all part of being good humans – treat leavers with as much respect and care as new starters.
Keeping a departure civil also helps protect the organisation from potential retaliation, legal action, or data breaches, while also maintaining a positive, long-lasting relationship that keeps the former employee as a potential network connection, customer, or brand champion.
It may be uncomfortable to tell the wider team about an employee’s departure, but it’s better to do it sooner rather than later. In the absence of concrete news, people might gossip or make up the details themselves, and you might find yourself having to convince people a resignation was not a dismissal.
Open communication is a key part of a strong organisational culture, and people appreciate honesty, especially if you are willing to admit when management has made mistakes and can demonstrate steps you’re taking to fix them.
Also publicly congratulating an employee and thanking them for their efforts sends the person off respectfully and demonstrates integrity to your remaining employees.
Often a person leaves because of a combination of factors and each departing employee will have a unique perspective of the role, the business, and what it offers and has to offer potential employees.
Gathering this feedback about their experience through formal exit interviews and informal conversations is crucial to being a good employer and a successful business.
You want to understand a person’s reasons for leaving, so that you can reflect on the good and the bad, and make any necessary changes to your work processes and people practices.
Find out more about conducting exit interviews.
Offboarding is also an excellent opportunity for you to evaluate the job your departing employee was doing, and make sure it still fits with the design of the team and the organisation’s goals.
Has this position achieved what you wanted it to achieve? Are there tasks the person was doing that should be done by another role, team, or outside agency? Is there anything you should add to the role?
Answering these questions means you can make the most of the opportunity to reshape or realign the position, so you’re setting the next person, and the organisation, up for success.
We always recommend starting at the top with your vision and strategy and how the role aligns with it, then look at the work itself and whether you need to add or remove tasks that are no longer helping you achieve your goals.
Then think about the person in the role. What skills and competencies do they need? Are there any qualifications that would support their success? Were there strengths or skill gaps that could be filled this time around?
Take these learnings into your recruitment process, whether that’s internal or external.
Payroll will process the person’s final pay on the day that they leave (or on the pay day for their final period of employment, at the latest), which will include:
As mentioned, if the employee works the notice period you pay them for all the hours they work. If you don’t want them to work their notice, you can pay them in lieu of working.
If the employee fails to work their notice or doesn’t give the right amount of notice, you may be able to deduct up to one week’s wages from the person’s pay (check the terms of the relevant award or agreement).
Calculating final pay can be a bit tricky, so if there are any questions, check with MyHR or your payroll provider.
Learn more about recovering costs from employees.
If it’s a typical resignation, there’s no “cooling off” period – you can start the process to recruit for their replacement immediately.
Find out more about effective recruitment.
If the employment relationship is strained or damaged beyond repair, then you probably won’t care too much about staying in touch (and it’s doubtful the employee will either). However, if the person is leaving on good terms, staying in touch is a great way to show good will and appreciation for their efforts.
It also helps leave the door open for future collaboration or a possible return, or if they have gone to work for one of your organisation’s clients, contractors or competitors, you want to remain on good terms.
You want the person to speak highly of the company to others, as well, which will help with recruitment and your overall reputation.