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Rethinking Two Weeks' Notice

Changing the Way Employees Leave Companies for the Better

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Rethinking Two Weeks' Notice

By: Robert Glazer
Narrated by: Robert Glazer
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It's a shame to let a bad ending spoil a good relationship - but that's what happens in most companies every day. Employees who are thinking of leaving keep their plans secret until they are confident of their next steps and suddenly put in their two weeks' notice. Companies might retaliate by asking them to leave immediately and not even letting them stay the full two weeks. And on the other hand, companies fire or layoff employees with hardly any warning all the time as well - and those employees don't even get the courtesy of a two weeks' notice. In either scenario, both parties feel blindsided and are left scrambling.

But there is a better way - by creating an open transition program (OTP), companies and employees can be honest when they don't feel a role is working and make a plan together to find a better fit. OTPs are built on four foundational principles:

  • Psychological safety throughout the organization, so that employees feel safe to say when something isn't working
  • Honest communication through feedback
  • Respect
  • A commitment to mutually beneficial outcomes for both parties

With these four principles in place, organizations can create a culture where everyone feels empowered to pursue the best fit role for them. When an ending is the right decision, it happens with transparency, trust, and a solid transition. This book guides managers in creating open transition programs throughout their organizations so that everyone can find the right role. Leadership Management & Leadership Workplace & Organisational Behavior Workplace Culture Employment
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