Identifying the behavior of each member of a team is fundamental for a manager. Anticipating the likely behavior of each person in the face of a list of events makes it possible to adapt their individual management style, and therefore to provide an overall effective response at the team level.

This is all the more true in view of the departure of an employee.

The reason or the conditions of this departure already give an idea of the potential state of mind of the “offboardee” during the few weeks of her offboarding.

Examples:

• If the offboardee is most often “dynamic and constructive” in the case of a contractual breach
• If he is “quite collaborative” in the context of a resignation on a permanent contract or a trainee/work-study student at the end of the contract,
• If he is clearly counterproductive, or absent, if he ever felt himself a victim of injustice and/or if his departure was against his will.
  

Here are 5 states of mind that one of your offboarders could adopt during the few weeks/months before leaving the company.

The offboarding of the first-class employee 🤓

Typical employee profile: Either he is the real 1st class who always does everything at the top, or he is “the idiot”

Why this offboarding behavior: whether The first class is wired like this, “le fayot” is looking for something in exchange (professional recognition from the manager, personal complacency, etc.).

Points of vigilance for the Manager: RAS for the first class, on the other hand, you must be vigilant about the quantity and relevance of the content produced by “le fayot” who may think “to be paid online” and make some 🏔

The offboarding of the cancre employee 😴

Typical employee profile: The one who does not have a pronounced taste for effort and who does not act until he sees his personal interest in it

Why this offboarding behavior: When he knew his departure was certain, he asked himself “why hurt himself preparing for an exam when I won't be there anymore?”

Points of vigilance for the Manager: he can only rely on himself, and on his hierarchical relationship, to stimulate action with the collaborator. It is appropriate for the manager to define the STRICTLY necessary tasks. 💡 Komin TIPS: let him understand what he has to gain by putting him to work

Quality of its transfer of knowledge : it is possible to get good added value from you, but through the sweat of the manager's brow (is it worth it?) both to put “the dunce” to work, but also to check the quality of the content produced

The offboarding of the rebellious employee 😡💀🤘

Typical employee profile: the person who resents the company or yourself for an event related to his departure or a previous fact

Why this offboarding behavior: He imagines making you “pay for his injustice”, by neglecting his handover or any other task you might ask for as part of his offboarding

Points of vigilance for the Manager: There is no point in forcing the rebel's hand, at the risk of making him a detractor and polluting the work environment before leaving, in this case there would be more to lose in terms of team productivity than to gain with poorly performed (or even cleverly sabotaged) tasks

Quality of its transfer of knowledge: The rebel is dictated by emotion, it is possible to “turn back” a rebel by finding the right words, or by getting the message (s) through a more neutral interlocutor. In this case, the tasks he will agree to carry out can be very useful.

Soft belly offboarding 😐

Typical employee profile: the one whose commitment has never been strong at his post, so from the moment his departure is confirmed, the commitment plummets even more 📉... It is the “dormant majority” of businesses

Why this offboarding behavior: he has never been passionate about his position, the company or even the team, so he does not project the usefulness of a transfer of knowledge for his successor/the company/the team

Points of vigilance for the Manager: cf. “The dunce” ➡️ “(the manager) can only rely on himself, and on his hierarchical relationship, to stimulate action with the employee. It is appropriate for the manager to define the STRICTLY necessary tasks. 💡 Komin TIPS: let him understand what he has to gain by putting him to work”

Quality of its transfer of knowledge: “soft stomach” does not rhyme with “bad will”; if guided and monitored, it can be a good element when offboarding, the adjustment variable being the amount of time you are ready to invest

Offboarding the absent employee 💨

Typical employee profile: anyone who will be invited to find a new challenge elsewhere, when he would have liked to remain within the company (layoffs, certain conventional breaks at the initiative of the company, etc.). He leaves the company without a preview/offboarding period, or very shortened

Why this offboarding behavior: At the request of the company or the employee, cohabitation is shortened because the divorce is consummated between the parties. The employee may be injured, the company is afraid of bad press...

Points of vigilance for the Manager: he can express his expectations to the employee before leaving, but should not demand anything. The lack of collaboration during offboarding should be weighed up front when deciding to part ways with him.

Quality of its transfer of knowledge: no collaborator = no offboarding, no offboarding = no transfer of knowledge

Do you think there are other behaviors?

Komin.io supports businesses in the knowledge transfer between employees, especially in the context of offboarding employees. Arrivals and departures are part of the life of a company. What is serious is not that the employee decides to leave the company, it is that the company does not value their knowledge and experience before they definitively walk through the door.

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