Employee Off-Boarding: Are You Taking It Seriously?


Share on LinkedIn

A few weeks back, I wrote about the importance of employee onboarding. Since then, I’ve also written a couple of articles on customer onboarding and a couple on customer off-boarding. Yes, there’s a pattern here; it’s time to write about employee off-boarding. It’s just as important as onboarding, as it helps maintain a positive relationship with departing employees, safeguards company assets and sensitive information, and facilitates knowledge transfer to the remaining team members.

So, let’s answer a few questions. What is it? Why is it so important? What does it entail? What are design considerations of an employee off-boarding program? And more. I’ll make a two-part series out of this one, too.

What Is Employee Off-Boarding?

Employee off-boarding refers to the process of managing an employee’s exit from an organization. It includes various activities and procedures aimed at ensuring a smooth transition for both the departing employee and the company. If you search for a definition of the term, you’ll find words like “separation,” “exit,” “break-up process,” “departure,” “parting ways,” etc. I think the best way to describe it is to ensure the employee experience of leaving the company is as good as it was joining and working for the company. (Your employee experience is a good one throughout the lifecycle, right?)

Why Is It Important?

There are first impressions, last impressions, and lasting impressions. You want to ensure that your last impression is a good one, one that is good enough to leave the door open in case the employee wants to return full-time or on a contract basis, tell others about the employer brand, or leave positive reviews. Other reasons that it’s important to have a formal off-boarding process include:

  • Company Reputation: Employees who leave on good terms are less likely to share negative experiences with others, safeguarding the company’s reputation.
  • Employee Morale: Employees who witness respectful and considerate off-boarding processes are likely to feel more valued and respected within the organization.
  • Knowledge Retention: Departing employees often possess valuable knowledge and skills that might not be easily replaceable. Proper off-boarding ensures that this knowledge is transferred to other team members, minimizing disruption to ongoing projects.
  • Continuity of Operations: Similarly, it helps ensure that ongoing projects and responsibilities are smoothly transitioned to other team members, preventing bottlenecks or disruptions in work.
  • Security: Neglecting to revoke access to company systems and sensitive information can lead to data breaches or unauthorized access by former employees.
  • Employee Feedback: Exit interviews and conversations during off-boarding provide a valuable opportunity for organizations to gather candid feedback about the work environment, company culture, management practices, and potential areas of improvement.
What Does Off-Boarding Entail?

The off-boarding process typically includes the following components.

  • Resignation or Termination: This starts the process; the employee communicates his or her intention to leave the company voluntarily or is notified of a termination or layoff by the company.
  • Exit Interview: An exit interview takes place with the employee’s supervisor or HR representative. It provides an opportunity for the employee to share feedback, insights, and reasons for leaving, which helps identify areas of improvement within the organization.
  • Knowledge Transfer: If the departing employee possesses critical knowledge or skills that are important for the team’s ongoing operations, there should be a process to transfer that knowledge to other team members.
  • Property Return: The employee returns all company property, e.g., laptops, access badges, keys, etc.
  • Access Revocation: Access to company data and systems, accounts, and sensitive information are revoked to prevent unauthorized access by former employees.
  • Benefits and Paperwork: The employee’s benefits need to be properly managed and explained. There might also be paperwork related to final paychecks, unused vacation days, and other legal obligations.
  • Farewell and Transition: Depending on company culture, a farewell event or gesture might be arranged to celebrate the departing employee’s contributions and wish them well in their future endeavors.
  • Data Security: The employee’s personal or confidential data must be properly handled and protected.

The list isn’t all-encompassing. For example, some companies maintain alumni networks to keep in touch with former employees. Introduction to that network may be included in the off-boarding process.


What happens if employee off-boarding isn’t done properly? Or at all? Can that be detrimental to the brand? Failing to take it seriously can have negative outcomes for both the employee and the brand, affecting internal dynamics, external reputation, legal standing, and operational efficiency. To mitigate these risks and maintain a positive relationship with both departing employees and the broader workforce, organizations should prioritize and execute effective off-boarding processes.

Here are some of the issues that a sub-par off-boarding process could lead to.

  • Diminished Employee Morale: When employees observe that departing colleagues aren’t treated well during their exit, it can negatively affect the morale and motivation of the remaining workforce. They may feel undervalued or concerned about their own future within the company.
  • Damaged Brand Reputation: Poorly managed off-boarding experiences can lead to disgruntled employees sharing their negative experiences with peers, online platforms, or professional networks, damaging the company’s reputation and hindering its ability to attract and retain top talent going forward.
  • Loss of Institutional Knowledge: If departing employees possess critical knowledge, skills, or insights that are not properly transferred to others, the organization may experience disruptions, delays, and increased learning curves for new team members.
  • Data Security Risks: Neglecting to revoke access to company systems and sensitive data could lead to data breaches, leaks, or unauthorized access, leading to legal and financial consequences, especially if the data breach results in the loss of customer or proprietary information.
  • Disruption of Ongoing Projects: Without a smooth transition of responsibilities, projects may stall or experience delays, impacting timelines, client relationships, and revenue generation.
  • Missed Feedback Opportunities: Neglecting to conduct exit interviews or gather feedback from departing employees means missing out on valuable insights that could inform improvements in company culture, management practices, and overall work environment.
  • Lack of Closure for Employees: Proper off-boarding provides a sense of closure for departing employees and helps them move on to new opportunities without unnecessary stress or uncertainty. Without this closure, departing employees might harbor negative feelings toward the company.
  • Lost Opportunities for Rehire or Collaboration: Failing to maintain positive relationships with departing employees could mean missing out on potential opportunities for rehiring them in the future or collaborating with them on different projects.
  • Resource Management: Failing to retrieve company assets from departing employees (e.g., laptops, access cards, keys, etc.) can lead to unnecessary costs and resource wastage.

As you can see, that off-boarding process is an important one. While onboarding is critical to getting the employee set up for success, the off-boarding process sends the message that the company values and appreciates employees and recognizes that employees will leave but that they have a voice in the marketplace that carries well beyond the reach they had internally.

In next week’s post, part two of this two-part series, I’ll address who should be involved in the process and whether it should be automated or not.

Off-boarding, if not for the people who are leaving, is important for the people who are actually in the company. ~ Kartik Mandaville, CEO, Springworks

Image courtesy of Pixabay.

Republished with author's permission from original post.

Annette Franz
Annette Franz is founder and Chief Experience Officer of CX Journey Inc. She is an internationally recognized customer experience thought leader, coach, consultant, and speaker. She has 25+ years of experience in helping companies understand their employees and customers in order to identify what makes for a great experience and what drives retention, satisfaction, and engagement. She's sharing this knowledge and experience in her first book, Customer Understanding: Three Ways to Put the "Customer" in Customer Experience (and at the Heart of Your Business).


Please use comments to add value to the discussion. Maximum one link to an educational blog post or article. We will NOT PUBLISH brief comments like "good post," comments that mainly promote links, or comments with links to companies, products, or services.

Please enter your comment!
Please enter your name here