Inevitably, in any organization employee turnover will occur. Whether staff choose to pursue other opportunities, retire, or leave for personal reasons, vacant roles need to be addressed. While replacement hiring is important, equal priority must be given to supporting the morale and commitment of the remaining team members. Losing a colleague can undermine positivity and focus if not handled thoughtfully.
Today we will explore strategies leaders can employ to keep morale high when staff resign or depart. With open communication, recognition of contributions, clear direction, and showcasing future potential, remaining employees can feel valued and motivated to maintain productivity standards through a period of transition.
Maintaining Communication and Transparency
When news of a departure breaks, transparency from leadership is key. Research shows open communication fosters trust and reduces uncertainty (Rousseau & Tijoriwala, 1998). Leaders should promptly share departure details with personnel, even if replacement planning is ongoing. This allows teams to process changes and ask questions to assuage concerns. Leaders can acknowledge natural emotions may surface and reassure the strategic importance of each person's existing role remains unchanged (Groysberg & Slind, 2012). Regular updates on hiring progress keep the future state top of mind versus dwelling on changes (Sujansky & Ferri-Reed, 2009).
Recognizing Contributions of the Departing Staff Member
Publicly recognizing accomplishments and thanking departing employees boosts morale by showing appreciation for past efforts (Swailes, 2002). This can involve a short speech at a team meeting or email highlighting the individual's significant impacts and wishing them well in their next endeavor. Recognizing milestones achieved together fosters cohesion among those remaining. It models valuing people beyond transactional roles (Gallos, 2006). When departures are amicable, finding ways for the individual to say farewell personally where possible prevents gossip and speculation about the circumstances surrounding their leaving (Groysberg & Slind, 2012).
Reinforcing the Strategic Direction and Vision
Uncertainty breeds distraction, so communicating strategic vision provides context and focus (Kotter, 2012). Leaders must reiterate team objectives and emphasize how future work aligns with and progresses the strategic plan. This brings reassurance each individual's ongoing contributions directly advance organizational goals despite changes to the team composition (Gallos, 2006). It also highlights potential career growth paths for high performers to see their roles evolving within the bigger picture (Sujansky & Ferri-Reed, 2009). Communicating unchanged commitment to strategic direction helps maintain optimism and engagement.
Distributing Workloads and Responsibilities Equitably
When work redistribution occurs after a departure, ensuring tasks are shared fairly boosts cooperation (Scott et al., 2012). Micromanaging existing staff risks burnout and resentment (Horney et al., 2010). Leaders should involve teams in open discussion to reach consensus on how to cover necessary duties respecting individual work-life priorities and bandwidths. Reciprocity norms foster goodwill as colleagues help each other through transition periods (Conlon et al., 2004). Requesting volunteers for specific short-term intensified workloads signals value is placed on overall well-being (Horney et al., 2010).
Highlighting Successes Through Transition
Studies show celebrating small wins lifts morale when facing challenges (Khourey-Bowers & Simonis, 2004). Leaders maintain focus on delivery by acknowledging deadlines successfully met or milestones reached since the staffing change occurred (Dutton et al., 2006). Progress reinforces meaning and purpose of ongoing work (Pratt & Ashforth, 2003). Leaders can call out teamwork demonstrated that enabled continued movement in a positive direction. Public praise boosts confidence staff can rise to meet demands during transition periods (Groysberg & Slind, 2012).
Investing in Professional Development
While hiring takes place, maintaining investment in staff skills and careers fosters loyalty and retention (Groysberg & Slind, 2012). Allocating training/development budgets signals value is placed on individuals, not just roles (Fry & Cohen, 2009). Leaders approve further study/certification expenses, conference attendance, or special projects that stretch and engage personnel during interim periods (Agarwal, 2018). Boosting capabilities preserves forward momentum while increasing individual marketability nurtures satisfaction and reduces turnover potential (Agarwal, 2018).
Recruiting Replacement Candidates Strategically
Though critical for continuity, replacement hiring needs management to avoid negative impacts to team dynamics. Leaders ensure vacancies are filled following diligent due process versus rushed appointments which can foster perceptions of favoritism (Groysberg & Slind, 2012). Thorough skills assessments and cultural fits safeguard against mismatches that destabilize cohesion. Collaborating with affected teams on candidate screening promotes buy-in and acceptance of new colleagues into existing relationships (Gallos, 2006). This approach to recruitment enhances retention of the incumbent talent pools currently in place (Groysberg & Slind, 2012).
Maintaining Open Communication
Open communication establishes trust between leaders and teams which is vital for morale when staff departures occur (Rousseau & Tijoriwala, 1998). At a global management consulting firm, when a senior director resigned to move overseas with her family, the managing partner promptly called an all-hands meeting. He acknowledged emotions surrounding the announcement but emphasized the individual's decision was personal citing their valued relationship. weekly updates on recruitment progress and appreciation for extra efforts maintained showed commitment to full support through transition. Ongoing transparency reduced uncertainty allowing teams to maintain focus. Six months later an internal survey found 91% of staff felt informed and satisfied with how changes were handled.
Recognizing Individual Contributions
Public recognition of departing employees' efforts lifts the spirits of those remaining showing valued past achievements will not be forgotten (Swailes, 2002). When a 15-year account manager retired from a mid-sized advertising agency, at his going away party the CEO spoke of integral campaigns launched and longstanding clients served under his leadership. A framed certificate of appreciation further cemented the impact. Staff commented how the gesture reinforced their own potential impacts if remaining long-term. Morale surveys afterward recorded 15% higher scores on feeling accomplishments were acknowledged compared to previous staff departures handled less ceremoniously.
Reinforcing Strategic Direction
Providing context of organizational goals gives stability and reassurance hard work aligns with a clear purpose despite personnel changes (Kotter, 2012). When a clinical director resigned from a hospital network, during a team huddle the COO reiterated their vision of becoming a leading regional health provider. She highlighted each specialty's role in quality outcomes and patient experience goals. Surveys found 93% of nurses better understood their strategic importance versus when no future context was shared previously. Commitment to goals mitigated potential distractions from the shift in leadership while maintaining strategic focus for all.
Equitable Work Distribution
Fair sharing of responsibilities prevents burnout and frustration as work gets redistributed (Scott et al., 2012). After loss of a procurement manager at an aerospace parts supplier, the VP brought department heads together. Open discussion surfaced overlapping skills and some volunteered for short-term task takeovers respecting limits. Trust grew as natural leaders helped ensure others' workloads stayed reasonable. Six weeks later productivity and quality benchmarks were maintained; morale dipped only 5% compared to an average 15% drop without equitable solutions found collaboratively.
Highlighting Achievements
Acknowledging progress reinforces meaning and prevents potential cynicism as transitions occur (Dutton et al., 2006). When a popular software engineer resigned, the CTO used an all-hands meeting to announce two recent product launches were completed under compressed schedules thanks to team coordination. Individual kudos highlighted going above and beyond. Peer recognition of efforts further boosted moods. A subsequent survey found 88% felt accomplishments were recognized keeping sights on continued momentum versus dwelling on staff changes alone.
Conclusion
Inevitably turnover will impact teams requiring dedicated leadership to maintain morale. Research shows open communication, recognizing contributions, reinforcing strategic visions, equitable handling of workloads, and celebrating achievements through transition periods can help offset potential negative effects. Demonstrating value placed on remaining staff fosters motivation and loyalty during interim staffing gaps. With proactive efforts to provide context and direction, acknowledge efforts large and small, and showcase future opportunities, organizations can successfully navigate periods of employee departures while retaining high productivity and commitment levels across intact teams.
References
Agarwal, U. A. (2018). Relating compensation and turnover intentions: Employee retention strategy. Strategic HR Review, 17(6), 312-319. https://doi.org/10.1108/SHR-06-2018-0053
Conlon, E. J., Miles, E. W., & Ng, K. Y. (2004). Micro-level effects and macro-level consequences: The impact of demographic representation in work teams. The Academy of Management Journal, 47(4), 677-686. https://www.jstor.org/stable/20159612
Dutton, J. E., Worline, M. C., Frost, P. J., & Lilius, J. (2006). Explaining compassion organizing. Administrative Science Quarterly, 51(1), 59-96. https://www.jstor.org/stable/40927105
Fry, L. W., & Cohen, M. P. (2009). Spiritual leadership as a paradigm for organizational transformation and recovery from extended work hours cultures. Journal of Business Ethics, 84(2), 265-278. https://www.jstor.org/stable/20491564
Gallos, J. V. (2006). Reframing complexity: A four-dimensional approach to organizational diagnosis, development, and change. In J. V. Gallos (Ed.), Organization development (pp. 10-36). Jossey-Bass.
Groysberg, B., & Slind, M. (2012). Leadership is a conversation. Harvard Business Review, 90(6), 76-84. https://hbr.org/2012/06/leadership-is-a-conversation
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
