A crucial and often overlooked stage in the employee lifecycle, IT offboarding can have a significant impact on a company's Employer Brand. In this article, we explore in detail the experience ofIT offboarding experience from the employee's point of view, the complex challenges faced by HR and CIOs, and practical improvements to make an immediate impact.

1. The IT offboarding experience as seen by employees

Offboarding, far from being a mere administrative formality, should be seen as an essential part of a career path. An employee leaving a company often goes through a delicate period, mixing excitement for new opportunities and nostalgia for shared moments. The way in which this transition is managed can determine the employee's perception of the company and influence its external discourse.

According to a study by Entreprendre, 85% of employees are prepared to "speak well" of their company to those around them, if their departure "goes well". This underlines the importance of a positive offboarding experience for an employer's reputation. Transparent, empathetic processes are essential to achieving this goal.

Employees need to feel they are taken care of right up to their last day. This means providing them with clear information on the administrative steps involved in leaving the company, effectively managing the benefits settlement and supporting them in the transfer of their responsibilities. A well-structured offboarding process can turn a departure into an opportunity to maintain positive relations with the former employee, who could then become an ambassador for the company.

Communication during this period is crucial. Organizing exit meetings where employees can share their experiences, express their concerns and receive advice on their transition, helps to strengthen ties and create a positive atmosphere even during the departure.

2. A complex reality for HR and IT

IT offboarding involves both human resources (HR) and IT departments. Both departments need to work closely together to ensure a smooth and secure process. Challenges often arise from the lack of coordination between these two entities.

HR must ensure that administrative aspects, such as departure formalities and benefits settlements, are handled efficiently. CIOs, on the other hand, are responsible for disabling access to IT systems and transferring sensitive data. The lack of synchronization between these two processes can lead to security breaches and employee frustration.

Close collaboration between HR and CIOs can also be beneficial in anticipating departures. HR teams can provide information on potential staff movements, enabling CIOs to plan the transition of IT-related responsibilities more effectively.

The company's overall image is at stake, as according to a report by Entreprendre magazine, 33% of candidates will turn down a job offer if the company conveys a poor image. Problems related to IT offboarding can potentially affect the external perception of the company as a serious employer who cares about the well-being of its employees.

HR and IT can work together to develop clear offboarding protocols, covering both administrative and IT aspects. Setting up a transition committee, involving representatives from both departments, can facilitate coordination and rapid problem resolution.

3. Quick improvements with immediate impact

To improve IT offboarding and strengthen the Employer Brand, proactive measures need to be taken. Here are some practical suggestions:

a. Drafting of protocols between HR, ISD and the manager

Close collaboration between the manager, HR and IT is essential. Put clear protocols in place to ensure smooth communication and that administrative and IT processes are aligned. Integrated HR software can facilitate this coordination, enabling real-time monitoring of offboarding stages.

The use of collaborative tools, such as project management platforms, can foster effective communication between teams, enabling better coordination of offboarding tasks.

The implementation of a personalized offboarding process, tailored to the specific needs of each employee, can also be considered. This can include the creation of detailed checklists, the planning of knowledge transfer sessions, and the appointment of mentors to facilitate integration into the new professional environment.

b. Training HR and IT teams

Organize joint training sessions for HR and IT teams. This will raise both parties' awareness of the specific challenges of IT offboarding and reinforce their mutual understanding. External experts can be invited to share industry best practices.

You'll be able to address the potential implications of poorly managed offboarding, IT security issues and the impact on employee satisfaction, leading to a more proactive and effective approach.

Training should not be limited to in-house teams. Employees can also benefit from awareness-raising sessions on how to make the most of their departure, preparing them mentally and emotionally for this transition.

c. Manager involvement

HR and managers are the first to know when an employee leaves. Involving the manager in the Offboarding process is of paramount importance to ensure a smooth and secure transition. The manager is often in the best position to know about the various accesses and permissions enjoyed by the departing employee. He or she can guide the IT department in managing access deactivation, equipment recovery and transfer to other team members. It can also indicate the optimum date for cutting off access to ensure a smooth transition while guaranteeing data and system security. 

d. Use of adapted software

Explore the use of technologies connected to the company's HRIS, such as the automation of IT offboarding processes, enabling centralization of all hardware and software resources allocated to the employee, synchronization between HR, Manager and IT to quickly identify user accounts to be deprovisioned, equipment to be retrieved, emails and files to be reassigned internally.

Automation can thus be extended to the creation of customized checklists for each departure, ensuring that all stages, from administrative formalities to equipment recovery, are handled exhaustively and systematically.

Talent management solutions can also be integrated to track the career paths of former employees, helping them to maintain a positive relationship with the company even after they have left.

4. Towards a strategic approach to IT offboarding

To go beyond simple tactical improvements, companies can adopt a more strategic approach to IT offboarding. This means seeing this phase as an opportunity to strengthen the Employer Brand and develop lasting relationships with former employees.

a. Continuous feedback

Collect regular feedback from employees who have recently left the company. Use this information to identify potential areas for improvement in the offboarding process. Integrating online survey tools or structured exit interviews can facilitate the collection of this data.

Creating a culture of continuous improvement is essential. Encourage employees to share their experiences, both positive and negative, to create an environment conducive to innovation and the evolution of offboarding practices.

Implementing an anonymous feedback system can encourage employees to share honest feedback without fear of negative consequences. This can be achieved via online surveys, physical suggestion boxes, or confidential exit interviews.

b. Development of ambassador programs

Identify and cultivate ambassadors among former employees. Encourage them to share their positive experiences with the company on social networks, at professional events or even by participating in video testimonials. These ambassadors can become invaluable assets in attracting new talent and strengthening the Employer Brand.

c. Integrating offboarding into the overall talent management strategy

Consider offboarding as an integrated part of your talent management strategy. This means aligning offboarding processes with long-term organizational objectives, with a focus on creating a positive experience for employees throughout their career path, including when they leave.

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With 85% of employees ready to be positive ambassadors after their departure, investing in quality offboarding is becoming an essential strategy for companies concerned about their reputation and attractiveness on the job market.

A 360° approach that integrates employee needs, coordination between HR and IT, continuous improvement and strategic vision can not only ensure a smooth transition, but also strengthen the Employer Brand.