Team Member Experience Path
Stage 7: Separation
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Click here to view and download the
Team Member Experience Path Overview.
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As we wrap up our 2021 series with a walk through the 7 Stages in the Team Member Experience Path, we will focus this month on the “ending well” phase. We think it is true that although paradoxical, endings for individuals and organizations can ultimately lead to positive and productive beginnings.
The entire premise of examining the 7 Stages in the Team Member Experience Path is encompassed in “begin well, end well” thinking. Regardless of the length of tenure a Team Member may experience in your organization, it is a high calling to ensure they begin well when joining your Team and end well as they transition away from your Team. If we invest in creating and providing environments where each individual can be and become the most effective version of themselves, we will have provided opportunities to enhance the quality of their life, their family, your organization and indeed, our community and society.
Demonstrating respect and honor by affirming and validating the contributions of a Team Member at separation reflect the depth values permeate relationships in the workplace thus informing and impacting organizational culture. Effective separation disciplines have the potential to positively inform and influence the minds and opinions of existing Team Members and communicates the degree of respect, honor, and affirmation they can expect to receive for their contribution to the organization.
Separation is nuanced into two general realms, Voluntary and Involuntary Separation. Involuntary Team Member Separation would include scenarios where the Team Member is asked to leave due to performance issues, lack of values fit, downsizing or rightsizing. In contrast, when a Team Member chooses to leave an organization, the situation is a Voluntary Team Member Separation.
Although the methodology and checklists in the separation stages are similar in a voluntary or involuntary separation, they remain slightly different. We recommend considering including the following (all of which should be reviewed with a legal professional) in an involuntary separation of a Team Member (the Team Member is being asked to leave):
Brief Cover Letter
Separation Agreement Terms, including severance/compensation information (Note: some organizations may desire to include a non-compete agreement)
Termination/Extension of Benefits Options/Information
Outplacement Services Offered, if applicable
Mutual Non-disparagement Agreement, if applicable
Contact/No-contact Expectations
Exit Interview
If the Separation is Voluntary (the Team Member choses to leave) the following documents, practices and checklists may be helpful to consider:
Brief Cover Letter
Separation Agreement Terms, including compensation information – note some organizations may desire to include a non-compete agreement
Termination of Benefits Options/Information
Mutual Non-disparagement Agreement, if applicable
Contact/No-contact Expectations
Exit Interview
When engaged in the separation process it is vital to consider the appropriate communication strategy and create and implement effective communication protocols. For example, consider who will be immediately and most closely affected by the transition (i.e., direct reports, cross functional team members, customers, students). Next, who will be interested in the transition and finally, who are the general parties (such as external constituency groups, peer groups, industry professionals, the media). A cascading communication plan timed to include appropriate meetings with executives, leader/managers, supervisors where talking points can be shared and distributed will provide clarity and consistent messaging. In certain cases, it may be critical that talking points and messaging around transitions be consistent and clear to all affected, interested and general parties.
There are very little, if any, downsides to ensuring the same well-thought-out care and considerations are made when a Team Member is exiting an Organization as they are when welcomed onboard. In a season where many individuals and teams are experiencing transition, we encourage you to continue on the path to beginning well and ending well as much as possible with as many Team Members as possible as you lead, grow, and develop others each day.
Join us this fall for Managing From The Inside Out!
Classes begin Wednesday, October 6, 2021
Seven 3-Hour Sessions on Wednesdays
Morning Class: 8:30-11:30
Afternoon Class: 1:30-4:30 P.M.
October 6, 13, 20, 27
November 3, 10, 17
Register today to engage in professional growth and development as a Leader Manager and join us for Managing From The Inside Out! Simply email Katie Williamson at katie@lauraschanz.com to reserve a seat for yourself or a Team Member.