Design Manager Hub
Product Design Reference
  • Welcome
  • Leadership Foundations
    • Leadership Blueprint
    • Good Managers
    • Bad Managers
    • Change Management
    • Leadership Styles
  • Managing People
    • Roles
      • Design/UX
      • Engineering
      • Product & Agile
      • Management
      • Levels
      • Soft Skills
    • Hiring
    • Onboarding
    • Culture
    • Performance Management
    • Feedback
    • Retention
    • Employee Exits
    • Managing Up
  • Meetings
    • Overview
    • One-on-Ones
    • Agile Meetings
    • Design Critiques
    • Stakeholder Meetings
    • Retrospectives
    • Workshops
    • Performance Reviews
    • All-hands
    • Skip-level Meetings
    • PIP Meetings
    • Exit Interviews
    • Public Speaking
  • Strategy
    • Overview
    • Vision & Goals
      • Product Vision
      • Goal Setting
      • Big Hairy Audacious Goal (BHAG)
      • Product Innovation Charter (PIC)
      • Product Trio
    • Prioritisation
      • Reach, Impact, Confidence, and Effort (RICE)
      • ICE Scoring
      • MoSCoW
      • Impact-Effort Matrix
      • The Kano Model
    • General Analysis
      • Cost-Benefit Analysis (CBA)
      • SWOT Analysis
      • The 5 Whys
      • The Sunk Cost Fallacy
    • Market Analysis
      • Product-Market Fit (PMF)
      • PEST Analysis
      • Customer Acquisition Cost (CAC)
      • Customer Lifetime Value (CLTV)
      • 6 Forces
    • Canvases
      • Business Model Canvas
      • Value Proposition Canvas
      • Lean UX Canvas
      • UX Research Canvas
      • Product Canvas
    • Customer Insights
      • User Journey Mapping
      • Net Promoter Score (NPS)
      • Customer Satisfaction Score (CSAT)
      • A/B Testing
      • Funnel Analysis
      • Jobs-to-be-Done (JTBD)
    • Organisational Alignment
      • McKinsey 7S
      • Weisbord's 6 Box Model
      • Balanced Scorecard
  • Process
    • Overview
    • Agile
    • Waterfall
    • Lean UX
    • Design Thinking (DT)
    • Design Sprint
    • DevOps
    • Cross-Functional Teams
    • Double Diamond
    • Reverse Double Diamond
    • GTD Methodology
    • Jobs-to-be-Done (JTBD)
    • Kaizen
    • Object-Oriented UX
    • Responsible, Accountable, Consulted, Informed (RACI)
    • Six Sigma
    • Work Breakdown Structure (WBS)
  • Cognitive Toolkit
    • Overview
    • Prioritisation
      • 6 Box Framework
      • Eisenhower Matrix
      • Impact-Effort Matrix
      • The Pareto Principle
    • Problem Solving
      • First Principles Thinking
      • Systems Thinking
      • Inversion Thinking
      • Abstraction Laddering
      • Occam's Razor
      • Divergent & Convergent Thinking
    • Decision Making
      • The Map Is Not the Territory
      • The Cynefin Framework
      • Second-order Thinking
      • System 1 & System 2 Thinking
      • The Hard Choice Model
      • OODA Loop
    • Managing People
      • Skill-Will Matrix
      • The 4 Worker Types
      • The 9 Employee Types
      • Maslow's Hierarchy of Needs
      • The Peter Principle
      • Dunning-Kruger Effect
      • Circle of Competence
      • Hanlon's Razor
      • Johari Window
      • The Minto Pyramid
  • Insights
    • Insightful Articles
    • Research Foundations
    • Design Roles
  • Resources
    • Articles
    • Books
    • Templates
    • Education
    • Conferences
    • Video Hub
    • Quotes
    • Experts
    • Software
Powered by GitBook
On this page
  1. Managing People

Employee Exits

Last updated 6 months ago

When an employee leaves a company, whether by choice or due to organisational changes, the process of their exit is critical in maintaining a healthy work environment and protecting the company's reputation. Employee exits are not merely transactional; they represent a key moment to reflect on employee experiences, gather feedback, and ensure a smooth transition. A well-managed exit process can foster positive relations, retain goodwill, and provide valuable insights that drive future improvements within the organisation.

In "", Sivan Hermon provides a guide for managers on handling team member departures effectively. She draws from personal experience, explaining that while losing an employee can be emotional, it often leads to positive change. Hermon advises starting by understanding why the employee is leaving and gathering feedback for improvement. She stresses the importance of empathy, gratitude, and timely communication to prevent rumours and maintain trust. The article emphasises that every departure is an opportunity for growth and should be approached with openness and positivity.

Further Reading

Breaking Up is Hard to Do: Managing Employee Departures
Breaking Up is Hard To Do: Managing Employee DeparturesCode Like A Girl
Logo