Research from training and reskilling business, Wiley Edge, has revealed that that more than two thirds (71 per cent) of businesses do not have an off-boarding process in place designed to enable employees to leave on good terms. Doing this could be beneficial for a company as it would leave the door open for a potential future return.
At the same time, more than three quarters (78 per cent) of businesses are currently experiencing problems replacing departing employees; around a fifth (21 per cent) of businesses said they struggle to replace departing employees before the end of their notice period, and 22 per cent struggle to find suitable replacements.
As a result, the research, published in The Hidden Costs of Onboarding Graduate Talent report, showed that 22 per cent of businesses regularly have one or more roles unfilled at any given time, and more than a quarter (26 per cent) regularly have a period of one month or more between an employee leaving an their replacement starting.
Tom Seymour, senior director, HR at Wiley Edge, commented: “Many businesses are falling victim to the growing skills shortage, a problem which is being exacerbated by the ongoing ‘great resignation’. One potential solution to this problem that is often overlooked by employers is the value of boomerang employees, a concept we are embracing being part of our parent company, Wiley, through a key Talent strategy championed by our CPO Danielle McMahan.
“Businesses should always ensure they have a strong off-boarding process, as happy former employees who speak highly of their old workplaces are an important tool when it comes to building a strong employer brand,” added Seymour. “However, employees who have left on positive terms may also be more inclined to return to the business at some point in the future, creating a much-needed source of trained talent.
“Not only can this help businesses to tackle skills gaps, it also means any time and money spent on employees’ training and professional development will continue to be a valuable investment.”
Yet although 28 per cent of businesses said they have noticed an increase in the number of ex-employees returning to the business, only 23 per cent said that former employees regularly do so, and a quarter (25 per cent) said that they almost never do, suggesting many organisations are failing to capitalise on the opportunity.
While 37 per cent of businesses said they have been told by returning employees that a strong off-boarding process allowed them to leave on good terms, only 35 per cent of businesses said that departing employees are encouraged to give honest feedback, 29 per cent said their off-boarding process celebrates the achievements of the departing employee and 26 per cent give employees the chance to have an exit interview with a senior member of the business.
Tom added: “The skills shortage in many fields is showing little signs of improving, so businesses must start using all the recruitment strategies available to them if they are to overcome the issue.
“In addition to utilising tactics such as more comprehensive training programmes for entry-level employees and reskilling initiatives for existing members of staff, maintaining a good relationship with those who are choosing to move on may prove invaluable.”
