Employee exit management or offboarding describes the consciously designed separation process when an employee leaves the company, for which they have previously worked within the scope of a work or service contract. It deals with the formal processes revolving around an employee's exit from an organization either through voluntary resignation, layoffs or termination.
Offboarding is understood here as a software-supported process in personnel and identity management, which ensures the safe deactivation and documentation of the access rights of employees who have been relieved, thus preventing data misuse and theft. As part of computer security, the process will also ensure that access privileges are revoked when a person leaves, and may also cover other issues such as the recovery of equipment, keys and credit cards to ensure that security integrity be maintained. In addition, some HR management solutions provide the generation of guidance for the exit interview or "run-offs", by which, for example, the return of company ownership - such as mobile PC and communication devices or company cars - is ensured and the consequences of the departure can be systematically processed for the internal processes (e.g. the disposition of employee parking spaces or utilization in the cafeteria). The execution of the exit interview itself is already part of the process of offboarding the second variant: When an employee is relieved there are a number of considerations that an organization needs to make in order to cleanly end the relationship between the company and the employee. The company as a legal entity has a responsibility to the employee which may extend beyond the period of employment and this is the primary focus of the exit procedure.
A good off-boarding process has many benefits including positive employee referral, rehiring and word of mouth. The positive signal to the departing employee as well as to his remaining colleagues by the open handling of an (inevitable) separation and the associated positive effects on the employee satisfaction speaks for the good internal implementation of the off-boarding process (assuming the professional qualification of the internal coaches) Employer's imagination and an open and honest corporate culture.
In case of the external implementation of the off-boarding process by an external coach, one can say that the latter assumes a more neutral position, which is not colored by common experiences or individual roles and power positions. It may also be advantageous for the external coach to be able to accompany his or her clients free of the objectives of the (former) company and thus - at least in the client's consciousness - more openly and more unobtrusively. The stronger focus on the future, which the coach embodies as an external, can be another argument for this approach. At times the external monitoring can begin before the last working day of the departing employee, but it does not have to end there.
Employees may terminate their contract by resigning or an employer may terminate the contract by dismissing an employee.
Short term employment is when an employee is hired for less than one year. These will normally end automatically once the end date is reached. However, the employer may wish to end the contract earlier or extend the contract.
A temporary contract is usually around 3 months long. Employers may recruit temporary employees during busy periods such as Christmas. At the end of the temporary contract the employer may wish to offer a permanent position or extend the temporary contract. Temporary contract will also automatically end once the end date is reached.
Employees maybe hired on a contractor basis for the completing of a certain task. Once the task is completed or the event takes place the contract ends.this type of contract employees falls under seasonal works.
Dismissal is when the employer ends the contract of an employee. This must be done in a fair way.
There are different types of dismissal:
If the employer dismisses you from 6 April 2009 onwards, they should follow the procedures which are laid out in the Acas Code of Practice on disciplinary and grievance procedures.
The procedure should have the following steps:
An employer may dismiss you if you are unable to complete the job to the required standard or you have the capability to complete to a high standard but for some reason or another you are unable to.
There is no specific process by law an employer must follow in order to dismiss an individual however it must be carried out fairly.
Misconduct includes persistent lateness or unauthorised absence. It is based on serious misconduct or gross misconduct. Serious misconduct includes poor performance for which the employee should be provided with a formal warning which states that not improving could lead to dismissal. Gross misconduct includes theft, physical violence, serious insubordination and gross negligence for which the employee may be dismissed immediately.
An employee may be dismissed due to medical reasons. In some countries, the employer must pay for the employee whilst dismissed for a period not exceeding 20 weeks. The employer may wish to provide the employee with alternative work for the period of time, which is suited to your medical needs.
Redundancy is when you dismiss an employee because you no longer need anyone to do their job.
Both company Liquidation and Administration can lead to the end of the company. Company administration intention is to help the company repay its debts and avoid insolvency. Liquidation is when the company is forced to sell all of its assets before the company vanishes as a whole. This will result in the employees being made redundant. You'll normally be entitled to statutory redundancy pay if you're an employee and you've been working for your current employer for 2 years or more.
Length of service is capped at 20 years and weekly pay is capped at £475. The maximum amount of statutory redundancy pay is £14,250.