HRM.5:4.5 - Handle retention and exit as actual choices and obligations

For retention, understand the reason the person is considering leaving and which changes they regard as meaningful. Construct an offer the organization can actually supply, including work, time, reward and support. Obtain the person’s response without treating refusal as evidence of deficient capability or loyalty. Do not promise a future role whose existence or authority remains unresolved. If no acceptable arrangement exists, an orderly exit can preserve the person’s trajectory and the organization’s remaining commitments.

For a chosen or required exit, identify the applicable notice, consultation, decision, representation, payment and other obligations through the competent institutional process. Distinguish resignation, expiry, restructuring and other grounds; they do not share one universal procedure. Preserve routes for contest where applicable. Arrange the permitted transfer of work, knowledge, access and responsibilities with OCE/OPS and ADM. Do not depend on unlimited unpaid handover or continuing access to private material. A handover duty, a learning contribution and future voluntary help need their own grounds.

An employer-initiated action cannot be supported merely by labeling a person a poor cultural fit or an unsuccessful return. Obtain the relevant facts, professional conditions and applicable process. HRM.4 handles a contested decision; this Method makes the warranted transition and its provision obtainable.