Handling Employee Resignations: The Secrets to Making Them Want to Come Back!
<div class="grey-callout"><h2>Key Takeaways</h2><ul>
<li>Maintain professionalism: A calm and professional response helps preserve positive relationships.</li>
<li>Supportive approach: Offering support during the transition can leave a lasting positive impression on the departing employee.</li>
<li>Genuinely don't want to loose them?: Continue to invite them to staff events, even when they have left.</li>
</ul></div>
Lots of New Employees Resign
New staff are particularly prone to handing in their notice. Their old boss might call them and sow doubts in their mind, or they might get cold feet and realise that the grass isn’t greener. Research by Deloitte (2020) suggests that 34% of employees intend to leave their jobs within the first two years. This once again illustrates the importance of effective staff onboarding and performance management.
In general, employees leave jobs because they don’t like their manager or don’t have an opportunity for development. This proves that employee retention is more than an HR function; business leaders also drive it.
When an employee resigns, don’t feel personally snubbed. Resist the temptation to clear their desk and escort them off the premises! A resignation shouldn’t turn an employee into an enemy. No employee promises lifetime loyalty, just as no business promises lifetime job security.
If you overreact when an employee resigns you have fewer options. You can’t make a counteroffer or hold an Exit Interview, and there is no chance of them ever returning as a “boomerang employee”.
Instead, reflect on what’s best for the organisation and the remaining staff.
<span class="grey-callout"><span class="text-color-purple">Note:</span> If you’re relieved an employee has resigned, why have you not dismissed them before?</span>
<span class="grey-callout"><span class="text-color-purple">Important:</span> Some employees warn you they are looking for a new job. What they are usually “saying” is they want something to improve, or they will leave. If their role is still valid, seriously consider addressing their concerns.</span>
Additionally, I recommend covertly advertising for their replacement because it puts you in a position of strength when negotiating. You may advertise for their job and find market conditions have changed and a pay rise is due.
Is the role still valid?
Before making a counteroffer or recruiting a replacement, use my Six Tests of Recruitment to determine if the role is still valid:
- A business should only take action to create value for customers.
- Businesses should follow an efficient process that has Measurable Outcomes.
- Repetitive processes might be better automated rather than carried out with new staff.
- Non-core tasks should be outsourced to specialists who can deliver more value through the skills, processes, or infrastructure that you lack.
- Develop internal staff to reduce risk, allow succession planning and create a win-win for everyone.
- Companies should only recruit at specific stages of the business life cycle.
If the role isn’t worth keeping, that’s great! You’ve just saved yourself a lot of time and effort recruiting for it, and profitability should increase.
Making a counteroffer
If you decide the role is valid and want to make a counteroffer, ask the employee, “What can we do to improve the situation and keep you?” I don’t recommend asking, “How much extra pay will make you stay?” because, whilst you’ll probably have to pay a higher salary, you should never assume it’s only about money.
Unfortunately, the success rate of counteroffers is low because whatever caused an employee to resign may still be an issue. Think of counteroffers as a way of buying time to explore better options.
Give them reasons to come back
If an employee’s departure is inevitable, accept their resignation gracefully. This alone might encourage them to reconsider, and if they leave on great terms, they might want to return in future. At the very least, it should encourage them not to leave a bad review (discussed in the next section).
I recommend you keep giving them reasons to come back:
- Continue inviting them to team events: This reminds them of the personal and professional relationships they are breaking.
- Be frank and honest: Tell them with great sincerity, “If things don’t work out for you, please call me first, as we’d love to have you back”. (You’re under no obligation to rehire them.)
This scenario happened recently to a car manufacturer I was consulting for. An experienced mechanic was leaving for a competitor. His line manager was furious, taking it very personally, and began treating the departing employee as a “dead man”. When the line manager had calmed down, the employee was invited to return if it didn’t work out. Three months later, I was back at the car manufacturer, walking through the production line, and delighted to see that the “prodigal son” had returned!
<span class="purple-callout"><p>If you need assistance, I can advise and provide practical help (get your free consultation).</p><p>My best-selling recruitment book can also be a valuable resource.</p><p>And I can advertise a job advert on the UK's top job boards for only £199.</p></span>
Additional Resources
- Recruitment book; The Secrets of Great Recruitment: How to Recruit Great Employees.
- Downloadable PDF guide; The Key Steps to Take When an Employee Resigns.
- Article; How to Handle Employee Resignations: A Simple Guide to Employers.
- Article; Exit Interviews: The Unexpected Goldmine for Business Growth!
The secrets of great recruitment
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