Managing Voluntary Terminations

1. Managing Voluntary Terminations • Human Resources Management and Supervision 10 OH 10-1

2. Employment Cycle The employment cycle must begin all over as employees leave the organization and create the need for additional staff members.

3. Employment Cycle • Two types of termination: • Voluntary (the staff member decides to leave) and • Involuntary (the operation asks the employee to leave). • Two concerns when managing termination: • Assuring that employees return all company items, and • Conducting exit interviews. • Essential tasks in the termination process can be identified in a termination checklist

4. Termination Checklist Used to confirm the following • Applicable items are returned. • Consolidated Omnibus Budget Reconciliation Act (COBRA) forms are completed. • Any outstanding work is completed. • Loans or salary advances are to be paid. • Paperwork for the final pay check is completed.

5. Additional Items in Termination Checklist • Delivering the employee’s final paycheck • Reporting about subordinates (if terminating employee is a supervisor) • Removing the employee’s ID from computer systems • Returning keys or uniforms • Exhibit 10a, page 248 in the text, show a sample employee termination checklist

6. Purposes of Exit Interviews • Acknowledge conclusion of person’s work. • Provide information to the operation. • Determine whether employee is angry, and if a lawsuit may arise.

7. Exit Interview Information • Basic information: names, current position, initial date of hire, length of employment, and interview date. • Reason for leaving • Areas of satisfaction/dissatisfaction • Effectiveness of orientation/training • Assessment of the employment relationship • Effectiveness of supervisory style

8. Exit Interview Methods • Face-to-face • Telephone • Computer/based (online) • Paper Exhibit 10c (pages 252–253) reviews the “pros” and “cons” of these four interview methods

9. Exit Interview Formats • Structured interviews • Designed to collect specific information • Unstructured interviews • Provides an opportunity for the employee to discuss a wide range of subjects • Exhibit 10d, page 255, Sample Exit Interview Form

10. Exit Interviews—When and Where? • When • Near, but not on, the employee’s last day • The employee’s last day at work can be difficult, emotional, and stressful and, if the supervisor learns information that should be investigated further, there may not be time to do so if the interview is conducted on the last day. • Where • In a private place free from distractions

11. Who Should Conduct the Interview?

12. Exit Interview Skills • The interviewer should establish a relaxed, professional, and private tone to help the employee feel safe about sharing honest reactions. • The interview should begin by explaining its purpose and how the information will be used. • Communication (including listening) • Question-asking skills • Note recording skills • Patience

13. Evaluating Exit Interview Information • Step 1 –Review and categorize. • Determine the best categories. • First review information that may suggest legal problems. • Provide and record information that allows comparisons between exit interviews.

14. Evaluating Exit Interview Information continued • Step 2 –Gather additional information. • Some information may need to be clarified. • Talk with the employee again, if possible. • Observe other employees’ performance/behavior. • Talk with the employee’s immediate supervisor/coworkers. • Analyze employee records. • Review other documents and data. • Expensive investigations of every issue noted are not always practical/necessary.

15. Evaluating Exit Interview Informationcontinued • Step 3 – Look for patterns. • Consider whether the employee was a good fit for the job. • Total and compare the responses from persons who had the same job or same level of responsibility.

16. Sample Information Analysis

17. Exit Interviews This manager is thanking a departing employee for participating in the exit interview, and for helping the operation while she was a staff member.

18. Using Exit Interview Information • After the biggest problems are known, they can be addressed.

19. Factors that Affect Problem Resolution Priorities • Problems that may result in legal claims or lawsuits • Policies or business plans that may dictate priorities • Return on investment (time, cost, and effort versus benefit)

20. Key Term Review • Consolidated Omnibus Budget Reconciliation Act (COBRA)—federal regulation that requires insurance companies to continue offering eligible employees who are no longer employed the opportunity to continue participating in group health insurance coverage for a specific time period if the employee pays the full amount of the premiums • Exit interview —interview with an employee who is leaving to determine whether the operation can be improved • Involuntary termination —process of employee termination that occurs when the operation requires the employee to leave • Open-ended questions —questions that enable the employee to provide answers in an unstructured way

21. Key Term Review continued • Structured interview — interview with questions that are designed to collect specific information • Termination checklist —document that lists all termination requirements and has space for the appropriate manager to sign when these tasks have been completed • Unstructured interview —interview process that allows the employee to address a wide range of subjects • Voluntary termination —type of termination that occurs when the staff member decides to leave