How do you handle employee departures in a way that reinforces your commitment to retention and maintains a positive relationship with departing employees? Can you share an example of a best practice?

Question

Employee departures can be transformative moments for organizations. Drawing from expert insights, this article explores best practices for turning exits into positive experiences. Learn how to create lasting relationships and leverage alumni networks for mutual growth and success.

Niclas Schlopsna · Answer

When someone leaves, the key is to treat the exit not as a failure but as part of the employee lifecycle. I've always believed that how you handle a departure says more about your culture than any team-building exercise. We make a point of celebrating contributions openly—no awkward silence, no passive-aggressive handovers. 
One time, a team member who had played a big role in shaping our pitch deck strategy decided to move on to a corporate innovation role. Instead of making it transactional, we gave them a proper send-off, shared how much their work meant, and even offered to support them in their next move. That genuine approach paid off—months later, they sent a potential client our way because they still believed in what we do.
We also use departures as a temperature check. During the offboarding, I personally ask what we could have done better. It's uncomfortable sometimes, but it's where you learn. Retention doesn't mean chaining people to desks—it means creating a place they'd come back to, or recommend. And often, they do.

Joe Reale · Answer

We try to keep our exit from the relationship separate from our feelings. We always have an honest talk about leaving, not just go through a list of details. We try to identify the good points, the bad points, and what we might have done differently. The feedback is not overlooked or ignored. The review is sent to managers so we know what to change for the better.
It works well to introduce existing employees to their next job possibility. A small note or a quick phone call to check in proves we care about the people in our network. It demonstrates that the goal is not only to achieve high retention but also to look after people. Our team is told directly: how people leave is as important as how long they stay with us.

Joshua Schirard · Answer

When someone leaves our team, I treat it as a moment to reinforce everything we stand for: respect, professionalism, and a long-term commitment to people, not just positions. We've built something that people believe in, and when they move on, I want them to carry that belief with them. I take time to sit down with the departing team member, thank them for their contributions, and genuinely ask what we could have done better. That feedback loop matters.
One best practice I've found effective is to involve them in the transition, if possible. Not just a handover, but inviting their input on how to improve the role or the division. It gives them a sense of legacy, and that helps keep the relationship positive. In one case, a key team member left for a federal role, and instead of a cold exit, we kept the door open. A few months later, that relationship turned into a referral pipeline for new talent.
I believe that when you treat people like partners, not just employees, they become long-term ambassadors. People remember how they were treated on the way out, and that can either build your culture or break it.

Max Shak · Answer

Handling employee departures thoughtfully is crucial, not just for maintaining a positive work environment but also for reinforcing a culture of respect and retention. I've learned that how you manage exits can leave a lasting impression—not only on the departing employee but also on the team that remains.
One approach I focus on is treating departures as part of an ongoing relationship, not a hard cutoff. When someone decides to move on, I make it a priority to understand their reasons openly and honestly. This conversation is less about persuading them to stay and more about genuinely listening to what influenced their decision. This feedback is invaluable—it often highlights areas where we can improve as an employer, whether that's in career development, culture, or workload.
We also ensure that the offboarding process is transparent, respectful, and supportive. For example, I encourage managers and HR to hold a proper exit interview where departing employees can share their thoughts without fear of repercussions. At the same time, we provide resources like career counseling or introductions to networks if they want support in their next steps. This demonstrates that we care about their success beyond their time with us.
A specific practice we found effective is maintaining an alumni network. We stay connected with former employees through newsletters, invites to company events, or even collaboration opportunities. This network not only keeps doors open for potential rehires but also turns former employees into advocates who speak positively about our culture. One recent example was a senior engineer who left to explore new challenges but remained engaged with our community. Months later, she referred a highly skilled candidate who became a valuable addition to our team.
Ultimately, approaching departures with empathy and openness strengthens trust internally and externally. It shows current employees that we value their journey, no matter the outcome, and reinforces that we are committed to their growth and well-being—not just while they're with us, but even after they move on. This mindset has helped us build a resilient, engaged team that knows they are supported throughout their career path.

Joe Spisak · Answer

Employee departures are inevitable in any business, but how we handle them reflects our core values and commitment to people-first leadership.
When team members transition out, we see it as an opportunity, not a failure. Our industry faces significant challenges with retention—the average 3PL experiences turnover rates approaching 40%, which can devastate operational continuity and cost thousands in replacement expenses.
We've developed a structured yet personalized offboarding process that starts with honest, face-to-face conversations. I make it a point to personally meet with departing team members, just as I conduct coffee chats with new hires. These exit conversations focus on understanding their journey with us, celebrating their contributions, and gathering candid feedback on improvements.
One practice that's been particularly effective is our "boomerang employee" mindset. We maintain relationships with high-performing former employees through our alumni network, recognizing that the logistics industry is interconnected. Several of our best team members have returned after pursuing opportunities elsewhere, bringing valuable perspective and renewed energy.
For example, our operations manager departed to join an emerging e-commerce brand last year. We maintained regular contact, invited her to company events, and six months later, she returned with invaluable insights from the shipper's perspective that transformed our warehouse optimization protocols.
We also leverage departures for growth by conducting thorough knowledge transfers. This isn't just about documentation—we pair departing employees with their successors for hands-on training, preserving institutional knowledge about client relationships and operational nuances that spreadsheets can't capture.
The logistics industry thrives on relationships. By treating departures with the same care as onboarding, we've maintained a turnover rate below 5% while building a reputation as an employer of choice in the 3PL space. More importantly, these practices ensure our clients experience consistent service excellence even during team transitions.
Remember, how you say goodbye often determines whether you'll have the chance to say hello again.

Rob Dillan · Answer

When I am working on exits, I try to treat an "escape" as a positive experience that aligns with our relentless focus on preservation and longevity of professional networking relationships. One best practice we've adopted is that when it's time for employees to leave, we sit down with them for an exit interview and listen to their feedback on their experience with the company. This helps us learn where we can improve, while also communicating to the employee that their input still matters, even though they are leaving.
We also focus a lot on our employees who leave in the right way. Whether it's supporting the employee to network into their next position, or supporting them to work flexibly in their final days, or delivering the work handover with no animosity, we ensure that they end their professional career with us feeling respected and valued. This way, we keep the relationship on a good note, which could result in future business or referrals down the line.
For one of the employees who moved on to a different path, we even organized a farewell meeting and highlighted the things we were grateful for, setting him on his way to professional networks. This act went a long way in helping us part ways amicably, but it also fit with our culture of respect and transparent communication, such that there was no doubt from anyone on the team, including me, that it was the right thing to do. My recommendation is to turn employee exits into a way to reinforce your employer brand and make a lasting, positive impression.

Daniel Haiem · Answer

We handle employee departures with the same intentionality we bring to hiring—because how someone leaves is just as important as how they joined. We don't treat exits like failures. We treat them as part of the employee journey, and we make sure the tone of that exit reflects respect, transparency, and support.
One best practice we've put in place is the "departure debrief," where the departing team member and their manager have an open, two-way conversation—not just about the role, but about what worked, what didn't, and where they're headed next. It's not a checklist—it's a moment of reflection and closure. We also give employees the chance to do a proper farewell with the team (if they want), celebrate their impact, and keep the door open for future collaboration.
We've had former team members refer clients, return in freelance capacities, or recommend future hires. That only happens when people leave feeling seen, not discarded. Exits are an underrated brand moment—and when done right, they reinforce your culture of trust and care, even beyond the walls of your company.

David Struogano · Answer

When someone leaves our team, we treat it with care and respect. Whether they're moving on or it's our decision, we sit down, thank them, and have a real talk about their experience. That respect goes a long way. It shows the rest of the team we value people, not just positions.
One thing we always do is a knowledge handover. We pair the exiting person with someone on the team to pass on insights and daily tips. It helps smooth the transition and shows everyone we're serious about keeping things running well. It also reminds the team we're all in this together, even when someone moves on.

Andy Danec · Answer

In our field, employee departures are deeply personal. The work is emotionally intense, and the bonds our staff form with clients and each other run deep. We treat every departure—whether it's for a new opportunity, a career pivot, or burnout—as an extension of how we do everything: with dignity, transparency, and care.
One best practice that has worked well for us is our "Exit with Honor" process. It's not just an exit interview. It's a structured sendoff that includes a personalized note from leadership, a team circle where colleagues can share memories and express gratitude, and a clear message: "You're part of this place forever."
A recent example: one of our senior counselors decided to relocate out of state for family reasons. Instead of viewing it as a loss, we framed it as a celebration of her contribution. We invited her to speak during our Friday staff meeting, let her share her experience with incoming hires as a "legacy voice," and even asked if she'd be open to consulting with us virtually during transition periods. She said yes—because we made the ending feel like a continuation, not a cutoff.
The result? Our remaining staff didn't feel abandoned or anxious—they felt proud. It also reinforced our message that we invest in people for the long haul, even if that journey takes them beyond our walls.
If I could give one piece of advice to other leaders: honor your employees on the way out the same way you celebrated them on the way in. It's the clearest sign that your commitment to retention isn't just policy—it's personal.

Alexander De Ridder · Answer

We've had people stay with us for over a decade. However, we've also had to downsize at times, which is never easy.
What stood out for me was what happened afterward: some of those same employees were eager to return.
This doesn't happen because of what you say during their exit interview. It's because of how you treated them while they were with you.
We don't burn bridges. We invest in relationships. It's not a strategy but how we believe people should be treated.
If there's a best practice worth sharing, it's this: Don't save your empathy for the end. Build a culture that earns loyalty long before someone decides to leave or is asked to. That's what truly reinforces your commitment to people.

Neil Fried · Answer

Employee departures are inevitable, but how you handle them speaks volumes about your company's culture and long-term vision. For me, it starts with honesty and respect. I believe in treating every exit as a continuation of the relationship, not the end of it. The goal is to create an environment where people feel proud of the time they spent with us and leave as ambassadors, not just former employees.
One practice I've found especially effective is conducting meaningful, forward-looking exit conversations, not just to check a box, but to truly understand what drove their decision, how we can improve, and what they hope to do next. I've stayed in touch with many former colleagues, even helping some land their next role or navigate a transition.
A former team member who left to pursue a new opportunity ended up referring a strategic partner to us a year later. That wouldn't have happened if the departure had felt transactional. Retention is important, but so is maintaining a good reputation. When people leave feeling respected and valued, that message travels. It reinforces to the rest of the team that this is a place where their contributions matter, all the way to the finish line, and even beyond it.

Maintaining a Positive Exit: Best Practices for Employee Departures

Maintaining a Positive Exit: Best Practices for Employee Departures

Celebrate Contributions and Maintain Open Doors

Foster Honest Dialogue and Network Building

Transform Departures into Long-Term Partnerships

Create Lasting Relationships Beyond Employment

Leverage Alumni Networks for Mutual Growth

Turn Exits into Positive Employer Branding

Implement Departure Debriefs for Mutual Benefit

Prioritize Knowledge Transfer During Transitions

Honor Departures with Dignity and Care

Build Loyalty Through Consistent Empathetic Treatment

Transform Exits into Ongoing Positive Relationships

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