It goes against the grain to be happy when your best people leave your company. It is rarer still to help them do it. The reality is that everybody will leave at some point in their career, but how you deal with it will separate you from others, and help you stand out.
A Day Just Like Any Other
Until it wasn’t.
It was just another day at the office with all hands on deck as we prepared for our next annual event. The only stain on an otherwise perfect day was when I received the news that Jessica*, my brilliant and ever-patient manager who had been with the company for seven years, had just handed in her resignation.
Jessica* wasn’t just any manager; she was my reporting manager for two years, the best I’ve ever had. She was strict and held high expectations. I remember how she used to say that “the orange doesn’t look orange enough!” And would often send back ad copies for revision. I remember the design team would give me “that look”. But I knew she was doing it for the company. What we called ‘perfectionism’ was her dedication to make sure we did what was right instead of doing for the sake of it.
Despite her busy schedule, she always made time for me, often staying back after office hours to mentor and guide me. It wasn’t required of her, but she did it anyway.
Jessica* had been more than a reliable manager; she was a cornerstone of the company’s culture. She contributed over the years to the business and to our marketing endeavours. She would be dearly missed.
But as the news settled, I found myself reflecting on a different, more profound aspect of her culture. This wasn’t just a loss; it was a testament to the environment the company had cultivated.
A Testament to Your Company’s Culture
As a company, it should give you pride when the people you have hired, leave to assume better positions or roles of leadership somewhere else. You should have a strong belief in employee growth and fulfilment, even to the point of them leaving the company to spread their wings. Think of this as a strong statement of your company’s culture.
This outlook can conversely help in the hiring process. When hiring, make it clear to candidates that the company will do all it can to make sure they are constantly growing at a personal level and a professional level, especially in areas like leadership, skills, competency, and fulfilment – apart from merely a way to make a living. Confucius once said, “Choose a job you love, and you will never have to work a day in your life.” This is it. And it applies to everyone.
Your Brand Ambassadors and Their Lasting Impact
Another thing to remember is that when your employees leave, they become ambassadors for your brand. All that they have learned, they will take with them. They become fine examples of your company’s culture and take a piece of you with them to their next role. They become your informal spokespeople, and their favourable words can be your most valued referral system.
Yet, even with this positive outlook, it’s never easy when a valued team member leaves the company. It can feel personal. It can feel as if perhaps, the company wasn’t enough. But it’s crucial to remember that it’s not. Employment terms never included a lifelong commitment to any company (unlike our parents when that one job they got was the only one they had).
Times have changed.
Talented employees like Jessica* are driven by an unyielding desire to improve themselves. They don’t just work hard on your business; they work hard on themselves as well. And when they outgrow the opportunities a company can offer, it is only natural for them to seek new challenges elsewhere. After all, they have put in years of committed service and are entitled to enjoy the fruits of their labour with bigger fish.
Creating a Culture of Engagement
At the same time, not all employee departures are unavoidable. Yes, I’m talking about employee experience. It is your job to make your people love their jobs. A fact that many people seem to forget when they’re knee-deep in their quests to increase revenue or success in a business.
I’m not talking about a pool or ping-pong table, beanbags, big-screen TVs, and free catered lunches. I’m talking about active listening. Talking, asking, and paying attention to what your employees have to say, and then acting on it.
- Make it a priority to have regular conversations with your employees about their lives and goals.
- Discuss their professional aspirations and the challenges they hoped to overcome.
- Understand their ambitions and support their growth.
All these will create an inclusive culture of mutual respect and development. Yes, this might mean helping them move on to greater opportunities, but that too is a victory – a testament to your commitment to their success.
Celebrating New Beginnings
In the end, Jessica’s resignation was a reminder of why we do what we do. While it’s natural to feel a pang of loss when our best people leave (and I still feel it, honestly, until today), but it’s also a moment of celebration – proof that we’ve done our job well, preparing our employees to soar, even if it means they eventually fly away.
At Accendo, we have over 20 years of industry knowledge to help you make sure you attract, hire, develop, and retain your talented and skilled candidates. We believe in people, performance, and work, and have the technology and tools to build a performance-oriented workforce that drives both personal and organisational success. Want to build a pool of talented individuals? Drop us a line and we’ll show you how!
*Names have been changed to protect the privacy of individuals.
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