Transitioning staff well

Ben Stapley Aug. 6, 2021

my saved content

VIEW AS
A PDF

iStock

Staffing turnover dramatically increased during the global pandemic. So organizations have needed to become better at transitioning staff well. Some staff who reported to me recently transitioned out. These transitions helped me examine how to do that successfully. Below are some of the insights I gained to make it a win-win-win, for the supervisor, organization and the departing staff. Hopefully these insights help you transition staff well during a season of greater influx.

Let's first look at two best practices for supervisors.

Supervisor

• It might feel personal- When a person leaves an organization, it can feel like a breakup. Some of this is normal especially if they have been with the organization for a long time and reported to you. But a lot of this is coming from a self-centered and immature place. If it does feel personal, get over it quickly by focusing on the needs of the organization and departing staff.

• People don't always leave managers- The old saying goes, "People leave managers, not organizations." This is true to a degree. But sometimes people are less leaving and more going. Sometimes they aren't leaving a bad manager, but instead of going to a good career opportunity. Try to discern the difference and respond accordingly.

Organization

• Don't automatically post the position- After the invention of the Ford Model T, buggy whip makers slowly found themselves out of work. At some point a boss determined that position no longer needed to be replaced. After someone leaves one of your positions, don't automatically post an opening on your website. First, consider if it is still needed. Then consider how it needs to be modified. Is the goal of the position still the same? Do some responsibilities need to be added or taken away? Wrestle through present and future organizational needs and rehire for that.

• Consider restructuring options - When a position becomes open, consider how it needs to be structured within the organization. It might work better reporting to someone different. It might work better moving from salary to contract. Open positions are an incredible time to pause and think through these implications afresh. And these implications have an impact over years. So don't rush back into the same structure. Even though there is a pressure to get back to business, take the needed time and consider what is best and chase after that.

• Have a template ready - After someone gives you two weeks notice, things need to happen fast for a healthy transition. You need a basic template on hand for these moments. My template contains questions to ask and timelines to hit. Sharing in case it helps you develop your own template.

• Develop multiple replacement options - You might have an incredible replacement option in your mind. But it might not work out. So develop a plan a, b and c. This allows you to quickly move on in case your ideal candidate doesn't accept the position. This also prevents you from being at the mercy of the ideal candidate during salary negotiations. Knowing you have a plan B and C empowers you to put a lid on counteroffers.

• Cascade communication quickly - There needs to be layers of communication. This communication may go as high as your senior leadership and as wide as your whole staff. It should start at the top and go to the bottom. And it should be done as quickly as possible. I recommend the next day. If you don't share the news, someone else will for you. Also, the first layer of communication to your senior leadership will be the most in-depth. From there it needs to become shorter and more positive as it ripples out.

Departing staff

• Try to retain them - If the departing staff is a high performer, never just accept their resignation letter. Instead try to retain them by resolving the reasons behind the departure. The majority of the time this doesn't work but it's still helpful for two reasons. One, it gives you greater clarity on why they are leaving. If a matching salary doesn't satisfy them, then it means there is more dissatisfaction to uncover. Two, it lets them know you value them. This ends the relationship on a positive note.

• Ask about the new position - Once you hear the news of a transition it is tempting to mentally start developing your replacement plan. Don't do this. Instead pause and ask to hear more about their exciting new chapter. The change they are experiencing is much larger than the change you are experiencing so treat it accordingly.

• Celebrate them well- You want the whole experience of all staff members, from start to finish, to be positive. This includes their on-boarding and off-boarding. So make sure to celebrate them well. Frame their departure with their highlights and what they accomplished. If you honor staff on the way out, they are more likely to honor you in return.

• Give them an opportunity to vent directly- Most exit interviews happen in a sanitized environment between the departing staff and HR. But there is an additional benefit of offering staff a chance to express themselves directly to you. This gives them a chance to get anything off their chest before they depart. You will have to have a thick skin and soft heart to handle this conversation. But it allows the staff to unpack any emotional baggage they acquired under your leadership. This puts them in a healthier place for their next job.

my saved content

VIEW AS
A PDF

For over twenty years Ben has created & captured moving and memorable moments for individuals, non-profits & corporations across the globe. He has served on the executive team of multiple megachurches and currently serves as the Executive Pastor at Zarephath Christian Church in New Jersey. Ben also consults for churches, teaches at universities and speaks at conferences about leadership, communication and creativity. For more information visit www.benstapley.com. Learn More »

• What can Christian leaders learn from a 20-something YouTuber? Quite a lot… (by Zac McGowen)
• 4 ways to successfully navigate change (by Charles Stone)
• Keys to business partnership success: strategies for long-term collaboration (by Christian Muntean)
• Location blindness (why the church needs to overcome it) (by Mark MacDonald)

Free eBook

Steps to Launching Your Personal Workplace Ministry

Have you ever felt the pull to full-time ministry work as a missionary or pastor? If not, you can still make a Kingdom impact without quitting your current job. In this eBook, you will learn the four essentials that can change your perspective of work, your workplace, and most importantly, your heart.

Download Now