【HR术语】什么是绩效奖金？（What is a performance-based bonus?）
什么是绩效奖金？
绩效奖金是给予团队成员的额外报酬，作为对达到预先设定的目标和基准的奖励。
领导层通常会在对杰出项目或高质量工作表现进行评估后，用绩效奖金奖励团队。
绩效奖金的类型和示例
每个组织都会制定并遵循自己的政策来奖励出色的工作。最常见的绩效奖金类型包括
现场奖金。当场奖金是一种 “当场 ”决定，是对高绩效的一种补偿。管理者通常从自由支配基金中提取即期奖金，领导层可设定即期奖金的指定发放时间。
佣金奖金。佣金奖金通常用于销售部门，是销售利润的一个预定百分比，通常颁发给团队成员，以表彰他们在确保销售中所发挥的作用。
任务奖金。这是在团队成员实现预定的具体目标后给予的补偿。这些目标可以是整个团队的标准化目标，也可以是根据每个人的技能组合和工作职责制定的个性化目标。
利润分享奖金。如果组织的利润高于预期，他们可能会用利润分享奖金来奖励业绩超出预期的员工。
收益分享奖金。收益分享奖金通常在制造业发放。通常在产品需求量大的季节发放，收益分享奖金支付给帮助提高生产效率和质量的员工。
人力资源领导为什么要关注绩效奖金？
基于公平标准而精心设计的绩效奖金制度可以激励团队成员完成高质量的工作，达到既定目标，并保持积极性和生产力。
绩效奖金还能帮助人力资源领导层实现以下目标:
让团队成员参与并为公司的长远发展感到兴奋
留住优秀员工，提高他们对公司的忠诚度
吸引新的人才加入公司
激励员工发挥潜能
绩效奖金：优点与缺点
虽然绩效奖金是激励员工和奖励出色表现的好方法，但也并非没有挑战。如果企业没有明确的战略来监控绩效奖金的发放频率、范围和对象，那么企业的底线和企业文化都会受到影响。
让我们来看看绩效奖金的优点和挑战。
绩效奖金如何计算？
虽然每家公司都采用自己的模式来计算绩效奖金，但许多组织都选择在员工完成预定目标后，每年按工资的一定比例给予奖励。
如果绩效奖金是按季度、按月，甚至是临时性的发放，那就比较麻烦了，因为奖金总额要在全年中进行分配。
平均绩效奖金是多少？
平均而言，绩效奖金约占年薪的 2.5%-7.5% 左右。
根据 Ceic 的数据，美国的平均年薪为 55,020 美元，因此平均每年的绩效奖金在 1,375.50 美元到 4,126.50 美元之间。抛开全国平均水平不谈，某些职业也能带来不菲的收入。如果你有幸在 2014-2020 年间为巴塞罗那足球俱乐部效力，那么你的合同中就包含了 11,000,000 欧元的奖金，只要你在一个赛季中至少参加了球队一半的比赛。足球生涯失败了，为什么不试试投资或成为商业巨头呢？据报道，特斯拉董事会同意向首席执行官埃隆-马斯克支付550亿美元的10年奖金，相当于1100万块卡地亚手表。
如何确保有效实施绩效奖金？
人力资源领导者可以领导管理者与员工之间的合作，制定绩效奖金标准，有效激励团队，并与公司预算和目标保持一致。人力资源领导者可以结合以下步骤，创建一个动态的绩效奖金系统：
确定标准。人力资源领导者应制定绩效奖金的评估标准，并确保管理人员及其团队对此有所了解。向双方解释标准可为他们提供必要的信息，以便尽最大努力做好本职工作。人力资源部门还可以实施绩效衡量系统，最大限度地挖掘员工潜力，确保客观公正。
培训管理者指导团队。根据 Zippia 于 2022 年发布的研究报告《30 项平均奖金统计》，“总体而言，奖金可使员工在工作场所的参与度提高八倍”。由于管理者在员工敬业度方面发挥着至关重要的作用，因此教育他们成为有效的教练，可以直接提高员工的工作绩效，进而推动公司的发展。
邀请团队参与目标设定。人力资源领导可以邀请团队成员帮助制定可实现的绩效奖金目标。如果员工参与目标制定过程，他们就更有可能更好地把握未来的任务，并有动力完成这些任务。
持续发放绩效奖金。绩效奖金应按照统一的时间表发放。这样，员工就能制定相应的计划，在截止日期前完成任务，增加获得绩效奖金的机会。
让绩效奖金目标与公司目标保持一致。人力资源领导者可以通过整合促进个人和公司成功的目标来增强员工的能力。这能让员工更加投入，知道自己的工作具有意义和重要性。
绩效奖金如何改善公司文化？
绩效奖金制度可以奖励专业人员的成就，并公平、准确地衡量工作绩效，从而给员工带来成就感。他们可以体验到职业成长，从为公司的整体成功做出贡献中获得满足感，并更有可能为公司文化带来积极的能量和良好的态度。
以下为文章原文：
What is a performance-based bonus?
A performance-based bonus is an extra compensation granted to a team member as a reward for reaching pre-established goals and benchmarks.
Leadership often rewards their teams with performance bonuses after evaluating outstanding projects or high-quality work performances.
Types and examples of performance bonuses
Every organization creates and follows their own policy to reward exceptional work. The most common types of performance bonuses include:
Spot bonuses. A spot bonus is an “on the spot” decision, a form of compensation awarded in recognition of high performance. Managers often draw spot bonuses from a discretionary fund and leadership may set designated times for spot bonuses.
Commission bonuses. Commonly utilized by sales departments, commission bonuses are a predetermined percentage of sales profit, usually awarded to a team member in recognition for their role in securing a sale.
Mission bonus. This is compensation awarded to team members after the achievement of specific, predetermined goals. These goals can be standardized for the whole team or personalized for each individual, based on their skill set and job responsibilities.
Profit-sharing bonus. If an organization turns a higher profit than expected, they may reward people who exceeded performance expectations with profit-sharing bonuses.
Gain-sharing bonus. Gain-sharing bonuses are commonly awarded in the manufacturing sector. Usually given during seasons where their products are in high demand, gain-sharing bonuses are paid to the people who help improve efficiency and quality of production.
Why should HR leaders care about performance bonuses?
A well-designed performance bonus system based on fair criteria can stimulate team members to deliver quality work, reach set targets, and maintain motivation and productivity.
Performance bonuses can also help HR leadership to:
Keep team members engaged in–and excited about–the company’s longevity
Retain top performers and drive company loyalty
Attract new talent towards the organization
Motivate people to achieve their potential
Performance bonuses: advantages vs disadvantages
While performance bonuses are a great way to motivate your workforce and incentivize exceptional performance, they’re not without challenges. If an organization has no clear strategy in place to monitor the frequency, scope, and recipients of performance bonuses, both their bottom line and company culture can be affected.
Let’s consider both the strengths and challenges associated with performance bonuses.
How are performance bonuses calculated?
While every company adopts its own model to calculate performance bonuses, many organizations choose to reward their people annually with a percentage of their salary, upon the completion of predetermined targets.
It gets a little trickier if performance bonuses are paid quarterly, monthly, or even on an ad hoc basis, as the total bonus amount is divided throughout the year.
How much is the average performance bonus?
On average, performance bonuses amount to around 2.5 percent-7.5 percent of an annual salary.
According to Ceic, the average annual salary in the United States was $55,020, making the average annual performance bonuses stand between $1,375.50 and $4,126.50 per year. Forget national averages, certain careers can yield the big bucks. If you were lucky enough to play for FC Barcelona between 2014-2020, your contract included an €11,000,000 bonus for playing at least half of the team’s games during a season. Failing a football career, why not try investment or becoming a business magnate? The Tesla board reportedly agreed to pay CEO Elon Musk a 10-year bonus of $55 billion, the equivalent of 11 million Cartier watches.
How can you ensure effective implementation of performance bonuses?
HR leaders can lead a collaboration between managers and their people to establish performance bonus criteria that effectively motivate the team and align with the company budget and goals. HR leaders can incorporate these steps to create a dynamic performance bonus system:
Define criteria. HR leaders should establish the criteria they’ll be using to assess for performance bonuses, and ensure that managers and their teams understand it. Explaining the criteria to both provides each with the necessary information to do their jobs to the best of their ability. HR can also implement a performance metric-system to maximize employee potential and ensure objectivity and fairness.
Train managers to coach their teams. According to Zippia’s 2022 research, 30 average Bonus Statistics, “Overall, bonuses lead to workers being eight times more engaged in the workplace”. Because managers play such a vital role in employee engagement, educating them to become effective coaches can directly enhance employee work performance and in-turn advance the company.
Invite teams to take part in target-setting. HR leaders can invite team members to help establish attainable performance bonus goals. There is a higher probability that people will better grasp the tasks ahead of them and have the motivation to accomplish these tasks if they participate in the goal-setting process.
Offer performance bonuses consistently. Performance bonuses should be granted according to a consistent timeline. This way, people can plan accordingly to meet deadlines and increase their chances of qualifying for a performance bonus.
Align performance bonus goals with company goals. HR leaders can empower their people by integrating goals that promote both individual and company success. This allows their people to feel more engaged, knowing that their work holds meaning and importance.
How can performance bonuses improve company culture?
A performance bonus system that rewards professionals for their achievements and measures work performance fairly and accurately gives people a sense of accomplishment. They can experience professional growth, satisfaction from contributing toward the overall success of their company, and are more likely to bring positive energy and a good attitude to the company culture.
资讯
2024年05月29日
资讯
【HR术语】什么是企业文化？（What is company culture?）
什么是企业文化？
企业文化是一个组织将其核心价值观和特性融入社会习俗和规范、商业惯例和氛围的表现形式。组织就像宗教或种族群体一样，会自然而然地形成自己的工作文化、劳动力管理策略和鲜明特点。
健康的工作文化包括以下基本要素：
可获得的学习机会
工作与生活的和谐
积极的工作环境
有意义的工作经验
激发员工积极性的领导力
企业文化的类型
有多少家公司，就有多少种企业文化。也就是说，企业文化是复杂的，无法简单分类。不过，现代企业文化的发展趋势还是可以描述的。定义公司文化的一些不同方法包括
宗族文化： 氏族文化也称为协作文化，具有高度的协作性和沟通性，以人为本，努力打破高管与个人贡献者之间的壁垒。
民主文化： Adhocracy 文化（源于 "ad hoc"）将灵活性、创新性和适应性放在首位，奖励冒险精神和创造力。
市场文化： 市场文化注重结果，强调实现目标、达成指标和取得成果。高管与个人贡献者之间往往存在隔离，最优先考虑的是底线。
等级文化： 等级文化是一种较为传统的文化，它喜欢稳定、统一和明确的流程。这里有明确的指挥系统，通常很少有改变的余地。
公司文化为何重要？
健康的文化能推动成功，并能直接促进以下方面:
工作绩效
员工参与
留住员工
生产力
缺勤率
利润
聘用顶尖人才
作为工作文化的守护者，人力资源领导者在影响员工和管理者、塑造公司文化方面发挥着至关重要的作用。在 HiBob 的一项调查中，77% 的受访者表示，在寻找新工作时，企业文化是一个重要的考虑因素。同样，在 SHRM 的一份报告中，20% 的人表示因对企业文化不满而离职。
如何创建公司文化？
公司文化的独特之处在于，无论企业是否主动尝试，它都在日复一日地不断变化。领导者通过各种态度、行为和价值观来打造企业文化。从领导者的语气到他们选择的奖励方式，都会对工作场所的文化产生影响。
因此，了解和学习如何创建企业文化至关重要。人力资源领导者必须把握组织的脉搏，了解现有文化，判断其是否积极有效，并据此进行塑造。
如何改善企业文化？
人力资源领导者可以培育公司文化，并引导其朝着积极的方向发展。结合这些如何改变公司文化的要素，可以帮助人力资源部门保持公司文化的正确方向：
让员工有发言权。人力资源部门的领导者可以营造一种环境，让管理层和领导层重视员工，并鼓励他们感到自在。当员工感到自己受到重视时，他们就会更有动力完成高质量的工作并实现目标。人力资源领导者可以促进一种接收、评估和实施相关员工反馈意见的方法。
加强良好氛围。正能量是会传染的。人力资源领导者可以通过肯定员工的成就、直接感谢员工的具体贡献以及对同事表示同情等方式，营造一个更加快乐的工作环境。
使企业文化与公司形象保持一致。人力资源领导者可以与高管合作，确定他们希望传达的精神以及他们希望蓬勃发展的文化类型。例如，如果企业希望促进员工的自主性，就可以提供灵活的工作时间，实行员工与管理者合作制定目标，并将员工的反馈纳入流程和决策中。人力资源领导者可以通过调查员工，了解他们希望如何在工作中发挥更大的自主性，从而进一步提高员工的自主性。
如何衡量企业文化？
每个组织对其理想文化的定义可能不同。但是，当人力资源领导者实施必要的计划时，他们可以提升企业文化，并引导其朝着理想的方向发展。通过跟踪以下系统的进展和成功情况，可以衡量公司文化。
行为准则
学习与发展计划
绩效管理流程
教练或导师制
协作平台
员工表彰
核心流程和系统可以创建统一、稳定、社区和不断发展的企业文化，从而直接促进员工的参与、保留和激励。
有哪些企业文化范例？
为了帮助说明人力资源领导者如何利用各种有意识的流程和系统建立公司文化，让我们来看看多年来公司文化屡获殊荣的谷歌。
谷歌的企业文化强调许多因素，从有趣的工作环境到鼓励创新，再到允许开放式沟通的扁平化组织结构。除了丰厚的薪酬和福利外，公司还为员工提供流动性、强大的财务支持和灵活的工作安排。
谷歌还通过其 "十条真理 "宣言来宣传公司的价值观。该宣言宣扬了公司的核心理念："不作恶也能赚钱"。
从这个例子可以看出，谷歌的企业文化是非常用心的，它将员工的幸福感与一系列明确的价值观放在首位。该公司为建立有目的的企业文化所做的深思熟虑的努力，有助于吸引顶尖人才，并因提供良好的员工体验而屡获殊荣。
为什么公司文化应成为现代人力资源战略的一部分？
一旦了解了企业文化的重要性，以及每个组织都有自己的企业文化（无论是否有目的），那么建立积极的企业文化就会成为人力资源专业人员的首要任务。通过有意识地建立公司文化，并努力发展一种能够反映公司目标、价值观和信念的文化，人力资源部门可以改善从招聘、留任到生产率等各个方面的工作。
以下为文章原文：
What is company culture?
Company culture is an organization’s expression of its core values and identity into social customs and norms, business practices, and vibe. Organizations, like religious or ethnic groups, naturally develop their own work cultures, workforce management strategies, and distinct characteristics.
A healthy work culture includes these essential components:
Accessible learning opportunities
Work-life harmony
Positive work environment
Meaningful work experience
Leadership that ignites employee motivation
Types of company culture
There are as many types of company culture as there are companies. That is to say, company culture is complex and defies simple taxonomies. However, it is possible to describe trends in modern companies’ cultures. Some examples of different ways to define company culture include:
Clan culture: Also called a collaborative culture, the clan culture is highly collaborative and communicative, with a focus on people and an effort to break down barriers between executives and individual contributors.
Adhocracy culture: Adhocracy culture (from “ad hoc”) prioritizes agility, innovation, and adaptability, rewarding risk-taking and creativity.
Market culture: Market culture is all about results, emphasizing meeting goals, reaching targets, and getting results. Often separating executives and individual contributors, the top priority is the bottom line.
Hierarchy culture: A more traditional culture, hierarchy culture loves stability, uniformity, and well-defined processes. There is a clear chain of command and often little room for change.
Why is company culture important?
A healthy culture drives success and can directly promote:
Work performance
Employee engagement
Retention
Productivity
Presenteeism
Profit
Hiring top talent
As guardians of the work culture, HR leaders play a crucial role in influencing people and managers and shaping the company culture. In a HiBob survey, 77 percent of respondents said that culture was an essential aspect to consider when looking for a new job. Similarly, in an SHRM report, 20 percent of people reported leaving their jobs due to dissatisfaction with the culture.
How can you create a company culture?
The unique thing about company culture is that—whether or not an organization is proactively trying to—it is constantly changing, day in and day out. Leaders build company culture through various attitudes, actions, and values. Everything from a leader’s tone of voice to what they choose to reward contributes to the culture in the workplace.
This is why it is essential to be aware of and learn how to create a company culture. HR leaders must take their organization’s pulse, understand the existing culture, determine whether or not it’s positive and effective, and mold it accordingly.
How can you improve company culture?
HR leaders can nurture their company culture and navigate it in a positive direction. Incorporating these elements of how to change a company’s culture can help HR keep the culture on track:
Give people a voice. HR leaders can foster an environment where management and leadership value people and encourage them to feel comfortable. When people feel valued, they are more motivated to perform high-quality work and achieve goals. HR leaders can facilitate a method for receiving, evaluating, and implementing relevant employee feedback.
Strengthen the good vibes. Positive energy is contagious. HR leaders can cultivate a happier workplace by recognizing people’s achievements, directly thanking individuals for specific contributions, and demonstrating empathy towards colleagues.
Align culture with company identity. HR leaders can collaborate with executives to identify the ethos they want to convey and the type of culture they want to thrive. If, for instance, an organization seeks to promote employee autonomy, it can offer flexible work hours, implement employee-manager collaboration for establishing goals, and include employee feedback in processes and decision-making. HR leaders can further increase employee autonomy by surveying people to discover how they’d like to take greater ownership of their work.
How can you measure company culture?
Each organization may define its desired culture differently. But, when HR leaders implement essential programs, they can enhance the culture and guide it in the desired direction. By tracking the progress and success of the following systems, it is possible to measure company culture.
The code of conduct
Learning and development initiatives
The performance management process
Coaching or mentorship
Collaboration platforms
Employee recognition
Core processes and systems can create a unified, stable, community, and growing culture, which directly nurtures employee engagement, retention, and motivation.
What are some examples of company culture?
To help illustrate how HR leaders can build a company culture using various intentional processes and systems, let’s take a look at Google, whose company culture has received multiple awards over the years.
Google’s culture emphasizes many factors, from a fun work environment to encouraging innovation to allowing open communication with a flat organizational structure. In addition to great compensation and perks, the company gives people mobility, robust financial support, and flexible work arrangements.
Google also makes it a point to communicate its values through its “ten things we know to be true” manifesto. The manifesto promotes the company’s core belief that “you can make money without doing evil.”
This example shows that Google’s culture is highly intentional, prioritizing employee happiness alongside a set of clear values. The company’s deliberate effort to build a purposeful culture helps it attract top talent and consistently receives awards for providing a great employee experience.
Why should company culture be a part of modern HR strategy?
Once you understand why company culture is important and the reality that—purposeful or not—every organization has one, building a positive culture emerges as a top priority for HR professionals. By being intentional with your company culture and putting in the effort to develop a culture that reflects your goals, values, and beliefs, HR can improve everything from hiring to retention to productivity.
【HR术语】什么是离职？（What is offboarding?）
什么是离职？
离职是让员工脱离公司职位的过程，这种做法既适用于选择离职的员工，也适用于被解雇的员工。
入职流程让人联想到登机（帮助新员工适应新工作），而离职流程则类似于下飞机（为员工离职提供结构化框架）。
一个好的离职计划应该：
将公司内部的混乱降至最低
保护公司机密信息
获得离职员工的有益反馈
包括一个亲切的欢送会
为什么离职对人力资源领导者很重要？
计划周密、顺利进行的离职计划是维护以下方面的关键：
公司声誉
数据安全
积极的公司文化
成功的离职让雇主和即将离职的团队成员在业务关系期间和结束后保持相互尊重的关系。
什么是离职政策？
离职政策是一项详细而正式的计划，概述了离职流程的方方面面，使离职人员和他们离开的组织在离职期间能够更顺利地过渡。如果没有明确的离职政策，雇主就很容易面临潜在的安全威胁和法律问题，同时还会损害公司与离职员工之间的关系。
离职政策有助于公司：
应对员工变动带来的后勤挑战，重新分配职责
制定离职面谈模板
为所有员工创造一致的离职体验
通过收回公司资产和撤销对公司账户的访问权限，将安全风险降至最低
防止出现法律问题，如合同纠纷、赔偿纠纷或不当解雇
保护与离职者的关系
什么是离职电子邮件？
离职电子邮件是雇主发出的正式声明，证明某人在组织中的工作已经结束。无论离职是由于辞职、退休还是解雇，人力资源部门都必须提供一封正式信函，以管理最后几天的雇佣关系。
离职电子邮件之所以重要，是因为：
它是对离职人员在公司期间所做贡献和所取得成就的认可
通常包括离职面试问题，或为前团队成员提供就其经历提供反馈的机会，这有助于公司随着时间的推移不断改进
所使用的具体措辞将影响离职员工在必要时从政府获得财政支持的资格或丧失资格
成功离职的最佳做法是什么？
人力资源部门可以制定一个全面、体恤员工的离职计划，其中包括以下内容：
更新同事信息。人力资源部门知道团队成员即将离职后，可以立即向公司成员发送电子邮件。这样可以最大限度地减少可能损害离职人员声誉的谣言。
起草必要的法律文件。辞职信或解雇信、福利文件和保密信都是保护雇主和员工的文件。最好提前准备好这些文件，并存储在公司的申请人跟踪系统中。
专业技能的转移。确保将离职团队成员的经验和知识整理好，为下一位员工做好准备。如果员工与客户有联系，可将客户邮件转发给同事。
收回公司财产。清点离职员工持有的所有物品，确保公司财产全部收回。这包括：笔记本电脑、门卡、ID 徽章、制服等。
与 IT 部门沟通。确保 IT 部门停用员工的计算机和内部计算机系统，并删除数据访问权限，从而保护公司隐私和机密信息。
计划离职面谈。力求对员工的需求和观点保持敏感。这是向离职员工了解公司需要改进的缺陷的重要机会。
表达感激之情。在员工踏上下一段旅程时，人力资源部门可以组织一个告别派对，并赠送个性化礼物，以表达善意。
推荐职业介绍服务。告知即将离职的团队成员，公司可以通过与职业介绍服务机构合作，帮助他们寻找新工作（如有必要）。这将为他们重返就业市场提供优势。
离职与入职
乍一看，入职和离职似乎是两个极端。相反，可以把入职和离职看作是一本书的第一章和最后一章： 导言部分是场景的铺垫，而结尾部分则是线索的收尾。然而，二者的复杂性和敏感性是相似的，都需要按部就班的计划、精心组织的文书工作和足够的技巧。
入职培训是让新团队成员熟悉组织、文化和员工的过程。相比之下，离职则侧重于与离职人员保持积极的关系，同时理清所有遗留问题，保护公司免受法律和安全威胁。
对于员工和组织而言，入职和离职都存在不确定性和风险。如果双方都没有做好准备，没有一个正规的流程，沟通不畅和不满情绪就会升级。
离职和回旋镖式员工
当公司花时间为离职团队成员创造积极的离职体验时，他们不仅能以良好的条件结束，还能为未来的可能性敞开大门。竞争日趋激烈的就业市场催生了一种被招聘人员称为 "回旋镖员工 "的现象--他们会回到自己曾经工作过的组织。
《企业文化与回流员工》的最新研究强调，有很多理由可以考虑聘用回流员工：
56% 的人力资源专业人士和 51% 的经理会优先考虑或非常优先考虑离职后表现良好的回流求职者
33% 的人力资源专业人士和 38% 的管理人员认为，熟悉公司文化和较少的培训需求是重新雇用前团队成员的最大好处
顺利的离职流程如何改善公司文化？
一个良好的离职流程对离职员工和留任员工都有好处，既能让离职员工以良好的条件离开，又能保持对公司的忠诚度和员工的参与度。
友好的离职也为 "回旋员工 "敞开了大门。这表明公司是如此优秀，值得员工再回来。
一个全面的离职流程应考虑到所有员工（包括离职员工和留任员工）的福利，这样才能让每个人都能更顺利地度过过渡期，并建立一种体现充满活力的福利精神的公司文化。
利用人力资源技术实现离职流程自动化
成功、顺利地完成离职流程所需的努力不容小觑。人力资源技术可以通过以下方式帮助组织和简化整个离职流程：
创建一致的离职流程
确保离职人员获得积极的离职体验
提供提示、流程图和核对表，确保所有必要的交接任务都得到执行
提供离职面谈脚本
自动执行特定的离职程序（某些程序可自动发送最终薪酬摘要等文件）
以下为文章原文：
What is offboarding?
Offboarding is the process of disengaging an employee from their position within a company, a practice used both for people who choose to leave, and for those who are laid off.
While the onboarding process is reminiscent of boarding a plane (and helps new hires acclimate to a new job), the offboarding process is akin to to disembarking (and provides employees with a structured framework when leaving a position).
A good offboarding program should:
Minimize disruption within the company
Protect confidential company information
Gain helpful feedback from the exiting employee
Include a gracious goodbye party
Provide the departing employee with outplacement services, if necessary
Why is offboarding important to HR leaders?
A well-planned and smooth offboarding program is key to maintaining:
Company reputation
Data security
Positive company culture
Successful offboarding allows the employer and the exiting team member to maintain a relationship of mutual respect during and after the end of the business relationship.
What is an offboarding policy?
An offboarding policy is a detailed and formalized plan, outlining every facet of the exit process and enabling a smoother transition during the offboarding period for both the person leaving and the organization they leave behind. Without a clear offboarding policy, employers leave themselves vulnerable to potential security threats and legal issues, along with damage to the relationship between the company and exiting employee.
An offboarding policy helps companies to:
Manage the logistical challenges of a changing workforce and reassign responsibilities
Develop an exit interview template
Create a consistent offboarding experience for all employees
Minimize security risks by reclaiming company assets and withdrawing access to company accounts
Prevent legal issues, e.g., contract disputes, compensation disputes, or wrongful termination
Protect their relationship with the person leaving
What is an offboarding email?
An offboarding email is a formal declaration from the employer evidencing the end of someone’s time with an organization. Whether offboarding is the result of a resignation, retirement, or termination, the HR department must provide a formal letter to manage the last days of employment.
An offboarding email is important because:
It’s an acknowledgement of the leaving person’s contributions and achievements during their time with the company
It often includes either exit interview questions or the opportunity for former team members to provide feedback on their experience, which can help the company to improve over time
The specific wording used will impact–either qualifying or disqualifying–the leaving employee’s recourse to financial support from the government, if needed
What are the best practices for successful offboarding?
HR can create a comprehensive and compassionate offboarding program which includes these components:
Update co-workers. HR can email company members as soon as they know team member will be leaving. This minimizes rumors that could potentially damage the departing person’s reputation.
Draw up necessary legal documents. A letter of resignation or termination, benefits documents, and a letter of non-disclosure are documents which protect both the employer and employee. It’s best to prepare these ahead of time and store in the company’s applicant tracking system.
Transfer of expertise. Ensure that the departing team member’s experience and knowledge is organized and ready for the next hire. If the employee was in contact with clients, forward client emails to a co-worker.
Retrieve company property. Keep an inventory of all items which the departing team member has in their possession, to ensure a full recovery of all company property. This includes: laptop, keycard, ID badges, uniform, etc.
Communicate with IT. Protect company privacy and classified information by ensuring IT deactivates the employee’s computer, internal computer systems, and removes data access.
Plan an exit interview. Aim to be sensitive to the person’s needs and perspective. This is a key opportunity to learn from the departing employee about company flaws which need to be improved upon.
Show gratitude. HR can organize a goodbye party and personalized gift to show goodwill, as the employee embarks on their next journey.
Recommend outplacement services. Inform the departing team member that the company can help them look for a new job (if necessary), through partnering with an outplacement services agency. This can provide them with an advantage when back in the job-market.
Offboarding vs. onboarding
At first glance, onboarding and offboarding appear to be at opposite ends of the spectrum. Instead, think of onboarding and offboarding as the first and last chapters of a book: The introduction sets the scene while the conclusion ties up any loose threads. Yet, both are similar in that the complexity–and sensitivity–of each requires step-by-step planning, meticulously organized paperwork, and plenty of tact.
Onboarding is the process of familiarizing new team members with their organization,its culture, and its people. Offboarding, in contrast, is focused on maintaining a positive relationship with the person leaving, while tying up any loose ends and protecting the company from both legal and security threats.
Neither onboarding nor offboarding are without uncertainty and risk for employees and organizations. Without preparation and a formalized process on both sides, miscommunication and discontent can escalate.
Offboarding and boomerang employees
When a company takes the time to create a positive offboarding experience for departing team members, they not only end on good terms, but leave the door open for future possibilities. An increasingly competitive job market has given rise to a phenomenon recruiters refer to as “boomerang employees”—people who return to an organization at which they were previously employed.
Recent research from The Corporate Culture and Boomerang Employee study highlighted there are plenty of reasons to consider hiring a boomerang employee:
56 percent of HR professionals and 51 percent of managers give high or very high priority to boomerang job applicants who left in good standing
33 percent of HR professionals and 38 percent of managers agree that familiarity with a company’s culture—and fewer training needs—are the biggest benefits of rehiring former team members
How can a smooth offboarding process improve company culture?
A good offboarding process benefits both the departing team member and those remaining, allowing the departing employee to leave on good terms, while maintaining company loyalty and employee engagement.
Amicable offboarding also leaves the door open to “boomerang employees.” This shows that the company is so good, it’s worth coming back to.
A comprehensive offboarding process which takes into account the wellbeing of all employees, those departing and those staying, can lead to a smoother transition period for everyone and builds a company culture that embodies a vibrant spirit of wellbeing.
Automating offboarding processes with HR tech
The effort required to successfully and smoothly complete an offboarding process cannot be underestimated. HR tech can help organize and streamline the entire exit process by:
Creating a consistent offboarding process
Ensuring that the person leaving has a positive exit experience
Offering prompts, flowcharts, and checklists to ensure that all necessary handover tasks are carried out
Providing an exit interview script
Automating specific offboarding procedures (some programs can automatically send documents such as final pay summaries)
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