From a post by hrdaily from Peter Forbes, founder of HROnboard:
Workers are changing jobs more frequently and have greater access to sensitive company information than ever before, yet organisations continually neglect risks associated with the offboarding process.
Offboarding for most companies is a constant occurrence, with employees often staying in jobs no longer than two years
These workers have more company assets in their possession than previously, such as phones and computers, and access to many different internal systems. It is vital in the offboarding process that there is a step there to make sure they are revoked from those systems.
Historically offboarding has been handled very poorly, with little consistency in the process from department to department. It is an unstructured process, there is no overarching system recording the steps that are required to offboard someone. When someone leaves they're being handled differently and there's usually a very manual and paper-based process for doing that.
Managing the offboarding process in a consistent and compliant way is important in all organisations, which are often unaware of the risks. Disgruntled former employees are suspected to be the biggest source of data security risks, with the cost of cyber security breaches each year in Australia estimated at $8.3 million.
Example One: There was one company that realised one of their key operational people who left for a competitor still had access to their internal systems for five months after they'd left. That was a huge scare for them.
Example Two: A US university had failed to remove departed employees from its payroll system and 12 months later they were still receiving benefits.
Offboarding is not just about minimising risks to the employer – it should also provide the best possible experience for the employee. When an employee is leaving, that last touch with the company is really important. As an employer, you want to leave a good impression, you want to engage the employee in an exit survey and get their feedback.
Increasingly, employers are setting up alumni networks or groups because they want to encourage the exiting employees to maybe boomerang back into the organisation later in their career.
Learn about Barringtons Pathway to Excellence for Club Employees here
Blayne Webb, Director, Barringtons