Supporting Employees to Leave Well
Restructuring is now an unavoidable reality for many organisations, bringing with it significant uncertainty and disruption for organisations and their people. While much attention is rightly given to those who remain, it is just as important to support those who are leaving. How organisations manage these departures shapes not only the experience of those leaving, but also the morale and trust of those who stay, and the company’s long-term reputation. This blog explores the importance of supporting employees through their transition, the risks of neglecting this responsibility, and practical strategies to ensure everyone can move forward positively.
The Uncertainty of Restructures
It is an inevitability that restructuring creates a climate of uncertainty. Employees - whether directly affected or not – are likely to feel anxious about their future, concerned for colleagues, and unsure about the organisation’s direction. In many restructures, this is exacerbated by the fact that many individuals leading the change are also under threat of redundancy. This uncertainty can lead to decreased morale, lower productivity, and increased stress across teams, and in the current corporate climate of high stress and low engagement, this added dynamic can prove catastrophic.
Why Supporting Employees to Leave Well Matters
Supporting employees through their exit is not just a matter of compassion: it is a strategic imperative.
It helps to preserve organisational reputation. How an organisation treats departing staff is noticed by those who remain, future recruits, and the wider community. Providing support demonstrates integrity and can enhance the employer brand, whereas poorly managed exits are a visible warning to those who remain. Any unaddressed anxiety and uncertainty can result in higher sickness absence and reduced productivity.
It can maintain morale and trust. When employees see their colleagues treated with respect and care, it reassures them about the organisation’s values, helping to maintain or even improve engagement and trust during difficult times. People remember human stories and place greater value on what they hear from others than from the corporate machinery, so supporting people to leave well is critical. Failure to do so can result in remaining staff losing faith in leadership, leading to more disengagement and higher turnover that further impacts performance and delivery.
It reduces legal and reputational risks. Poorly managed exits can lead to claims of unfair dismissal, negative publicity, costly legal claims and damage to relationships with stakeholders.
It can create positive and lasting future relationships. Departing employees who feel supported are more likely to speak positively about the organisation, recommend it to others, or even return as employees in the future. Poor management of staff leading to negative exit experiences can quickly deter future talent and harm the organisation’s reputation.
The Strategic Value of Outplacements, Skills Development, and Coaching
Understandably, organisations tend to focus on the procedural elements of restructuring or redundancy, with little regard to the future of those leaving. There are three strategic offerings that organisations should consider integrating into their restructuring approach to counter the risks outlined above for both the company and their employees.
Outplacement support is one of the cornerstones of responsible restructuring and offers those at risk of redundancy the tools, guidance, and confidence to transition into new roles before their departure. Outplacement services empower individuals to proactively seek placements with other organisations, ensuring a smoother and more dignified exit.
Outplacement typically includes components such as personalised one-to-one coaching, CV writing and interview preparation workshops, access to job search resources and networking opportunities, and guidance on negotiating job offers and exploring alternative career paths.
By helping leavers forge connections with potential employers and supporting job search activities before their final day, organisations can significantly reduce the stress and anxiety associated with redundancy. This proactive approach not only benefits the individual but also protects the employer’s brand, demonstrates genuine care, and helps maintain morale among remaining employees.
Skills development is another crucial aspect of effective restructuring, especially in environments where people have remained in-role for long periods, with little development. Investing in learning and development opportunities for those leaving, such as skills training, certifications, or workshops tailored to emerging job market needs, will equip individuals with the confidence and capabilities to secure and then succeed in their next role.
This focus on upskilling not only enhances the employability of leavers but also signals a commitment to their long-term success, reinforcing the organisation’s reputation as a supportive and forward-thinking employer.
Coaching offers a uniquely personal and practical source of support, as by its nature, it is tailored to the person, rather than the problem. Coaching helps individuals process their feelings, manage stress, and build resilience, reducing the emotional toll of redundancy or change. Through exploration, coaching helps individuals reframe their experience, regain confidence, and focus on personal growth, leading to better outcomes in their next chapter as well as less cynicism or anger towards the company they are exiting.
Career transition is a key component of coaching through change, as it assists with exploration of future roles, interview preparation, and identifying transferable skills, empowering individuals to secure new roles more quickly.
It is also important to recognise the benefit of coaching to those who remain. Coaching supports morale, productivity, and engagement, helping teams navigate uncertainty, adapt to changing resources and requirements, and maintain focus.
8 Tips for Employers: How to Support Employees to Leave Well
Communicate openly and early. Be transparent about the reasons for restructuring, the process, and the likely impact.
Provide practical support. Offer outplacement services, career coaching, and access to training or upskilling opportunities. Allow reasonable paid time off for job searching and interviews.
Acknowledge contributions. Recognise and celebrate the achievements of departing employees through farewell events or personal notes. Show they are valued.
Ensure a smooth transition. Collaborate on clear handover plans to minimise disruption.
Offer emotional support. Provide access to Employee Assistance Programmes (EAPs) and coaching.
Conduct exit interviews. Gather honest feedback to improve future processes.
Maintain connections. Encourage departing employees to stay in touch through networks.
Consider outsourcing. Bring in external HR or coaching experts to guide the process, ensure compliance, and provide specialist support
Conclusion
Supporting employees to leave well during restructures is not only the right thing to do, it is essential for organisational health, reputation, and long-term success. By embracing open communication, practical and emotional support, and the strategic use of outplacements, skills development and coaching, employers can ensure individuals leave with dignity and are equipped for their next chapter.
Handled well, this process can be a positive turning point for everyone involved-laying the foundation for resilience, trust, and future collaboration.
If your organisation is facing restructuring, or if you are an individual navigating this transition, contact me to discover how I can support you through change. Let’s take this step together - book your free consultation now and ensure you or your team leaves well, ready for what’s next.
