The Art Of Getting Bad Employees To Quit

Scrolling through our online feed we saw a live video streaming from a typical-looking office. Employees of all ages were on both sides of the hall, holding their hands up to create a tunnel. A young man was laughing as he ran through and gave high-fives. 

He had just quit. 

When most employees leave, they finish the day with a few hugs and a handshake or two. Never a party. 

And it makes sense. Turnover is expensive. 

Do you know how much it costs you to lose a great employee? If you are like most of the executives, managers, and owners we ask, the answer is clear: No. 

The Society For Human Resource Management (SHRM) says the average cost for employee turnover is around 150 percent of an employee’s salary. That means an employee making $55,000 will cost you at least $82,500 when they leave. 

Most organizations want to avoid losing people at all costs. They offer promotions, salary bumps, longer vacations, and better parking spots in hopes of keeping people longer. And although it hurts when a good employee leaves, it may be more expensive for some employees to stay.

Employees leave for a multitude of reasons. Better jobs, nicer bosses, and more rewarding work are just some of them. More than 75 percent of the reasons that employees cite as their reason for leaving in exit interviews are preventable, according to The Work Institute. 

That aside, there is such a thing as “positive turnover”—times in which you should celebrate the departure of an employee. Positive turnover is the kind of turnover that is good for the company and good for the employee. It allows both the organization and the individual to move on to bigger and better opportunities. 

There are three types of positive turnover. Two of them, you should celebrate publicly. One of them, you should celebrate privately. 

Here are the three types of positive turnover:

1. The One When The Toxic Employee Leaves

This type of positive turnover happens when a problematic employee leaves. It could be either voluntary (they quit), or involuntary (they are asked to leave). Either way, this type of turnover is positive because it’s good for the overall culture of the organization. Negative attitudes, gossip, and a lack of trust can infiltrate even the most positive workspaces. Once those are gone, it’s hard to get it back. 

Unfortunately, many toxic people stay on the payroll because of their role. Maybe they have a unique skill set or are high up in the company and seem untouchable. The value of their work will never outweigh the damage of their toxicity. Toxic individuals infect teams, departments, and entire companies. Leaders should never regret letting a toxic person go, even if they are a senior leader or very skilled in their work. 

2. The One When Employee Leaves To Start Their Own Company

This type of positive turnover happens when an entrepreneurial employee leaves to start their own company. Whether it is leaving to start a food truck or the next social media network, celebrate this kind of turnover. Great leaders recognize when an employee’s goals no longer align with what your company can provide. Encourage them in their endeavors and support them where appropriate. Can you hire them as a freelancer in the meantime? Are there connections that can help make their transition easier? Find ways to help them lift off. 

This is smart for two reasons. First, if their new company doesn't make it and they return to the workforce, they may come back to you. But if they continue on their own, they will remember your support and refer candidates and business your way. 

3. The One When Employee Leaves For A Better Opportunity

If an employee leaves the company for a great opportunity, put your loss aside and celebrate with them. This can be challenging as a leader, especially when you care about your people. Consider whether the opportunity was something that your organization could have provided. Many employees choose to quit as a last resort after having their ideas and growth ignored. No matter what, still wish them well. How you react to the news will determine how they reflect on their time with you.

Not all of your employees will be with you for the long-term. Some will stay for months, others for years, and a few for decades. Your goal isn’t simply to put people in seats. Your goal is to produce an environment in which your employees can experience maximum fulfillment because of the work they’re doing. When employees no longer provide value to the team, it’s time to let them move on. Your team, your customers, and your balance sheets will thank you. 

Brian and Gabrielle Bosché are the authors of the newly released book, Keep Them Longer: How to Gain, Train, and Retain Top Talent. Get a free copy of the book at www.KeepThemLonger.com/offer