Employee Departure Process

You Cut 15% of the Workforce… But the Workload Stayed the Same? Here’s the reality: We were already doing more with less before the budget cut. Now, we’re expected to absorb even more responsibilities with fewer people. Sound familiar? For those of us who’ve been in the workforce long enough, we’ve seen this play out across every industry—tech, government, military, healthcare, you name it. But here’s the problem: Organizations cut headcount without cutting the workload. And somehow, leaders expect the remaining workforce to just figure it out. So, what do you do when you're left holding the bag? 💡 If you're an 𝘪𝘯𝘧𝘰𝘳𝘮𝘢𝘭 𝘭𝘦𝘢𝘥𝘦𝘳, 𝘤𝘰𝘯𝘴𝘶𝘭𝘵𝘢𝘯𝘵, 𝘵𝘦𝘤𝘩𝘯𝘪𝘤𝘢𝘭 𝘥𝘪𝘳𝘦𝘤𝘵𝘰𝘳, 𝘰𝘳 𝘱𝘳𝘰𝘫𝘦𝘤𝘵 𝘮𝘢𝘯𝘢𝘨𝘦𝘳, this is where your real leadership begins. Instead of waiting for more resources that may never come, here’s how to lead through the chaos: 𝟭. 𝗥𝘂𝘁𝗵𝗹𝗲𝘀𝘀𝗹𝘆 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 🔹 If everything is urgent, 𝘯𝘰𝘵𝘩𝘪𝘯𝘨 is. 🔹 Identify mission-critical tasks—protect what truly matters. 🔹 Negotiate deliverables with leadership. 🔹 Challenge unnecessary work—cut the fluff. 𝟮. 𝗔𝘂𝘁𝗼𝗺𝗮𝘁𝗲, 𝗦𝘁𝗿𝗲𝗮𝗺𝗹𝗶𝗻𝗲, 𝗗𝗲𝗹𝗲𝗴𝗮𝘁𝗲 🔹 Your best leverage isn’t 𝘸𝘰𝘳𝘬𝘪𝘯𝘨 𝘩𝘢𝘳𝘥𝘦𝘳—it’s 𝘸𝘰𝘳𝘬𝘪𝘯𝘨 𝘴𝘮𝘢𝘳𝘵𝘦𝘳. 🔹 Use AI tools and automation for redundant tasks. 🔹 Simplify processes—cut unnecessary steps. 🔹 Redistribute work intelligently—not just to the most competent. 𝟯. 𝗦𝗲𝘁 𝗕𝗼𝘂𝗻𝗱𝗮𝗿𝗶𝗲𝘀 𝗼𝗻 “𝗜𝗻𝘃𝗶𝘀𝗶𝗯𝗹𝗲 𝗪𝗼𝗿𝗸” 🔹 The most valuable people often pick up extra 𝘩𝘪𝘥𝘥𝘦𝘯 𝘭𝘢𝘣𝘰𝘳—mentorship, documentation, problem-solving. 🔹 Make it visible—track it, quantify it, and address the bandwidth issue. 𝟰. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗨𝗽, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝗗𝗼𝘄𝗻 🔹 Leadership needs to know the real impact of reduced resources. 🔹 Frame conversations around 𝘳𝘪𝘴𝘬 𝘢𝘯𝘥 𝘤𝘰𝘯𝘴𝘦𝘲𝘶𝘦𝘯𝘤𝘦𝘴. 🔹 Offer solutions—not just complaints. 🔹 Get buy-in for realistic expectations. 𝟱. 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗢𝘂𝘁𝗰𝗼𝗺𝗲𝘀, 𝗡𝗼𝘁 𝗕𝘂𝘀𝘆𝗻𝗲𝘀𝘀 🔹 Working more hours ≠ More impact. 🔹 Measure success based on 𝘳𝘦𝘴𝘶𝘭𝘵𝘴, not effort. 🔹 Encourage asynchronous work and flexibility. 🔹 Push back against unnecessary meetings. 𝗕𝗼𝘁𝘁𝗼𝗺 𝗟𝗶𝗻𝗲: If your workforce has been cut, your strategy has to change. 🔥 What strategies have worked for you when dealing with workforce reductions? Drop them in the comments!

Federal employees considering the recent buyout offer from the current administration should exercise caution due to potential legal uncertainties surrounding the proposal. The administration has proposed a "deferred resignation" program, offering employees who resign by February 6 approximately eight months of salary and benefits, with exemptions from in-person work requirements until September 30. However, the legality of this offer is under scrutiny. The federal government's Voluntary Separation Incentive Payment Authority typically permits agencies undergoing downsizing or restructuring to offer lump-sum payments up to $25,000 as an incentive for voluntary separation. The current proposal's terms appear to exceed this standard framework, leading to questions about its legal standing. Given these uncertainties, there is a risk that the agreement could be challenged or rescinded after resignation. Additionally, accepting the offer to resign in exchange for eight months' salary may lead to the loss of critical benefits, including: Retirement Annuity: Leaving federal service before reaching eligibility can result in forfeiting the Federal Employees Retirement System (FERS) annuity, which is a significant component of federal retirement benefits. Health Insurance: Upon resignation, while Temporary Continuation of Coverage (TCC) under the Federal Employees Health Benefits (FEHB) Program is available for up to 18 months, it requires paying the full premium plus a 2% administrative fee, which can be substantially higher than the employee contribution during active service. Life Insurance: Federal Employees' Group Life Insurance (FEGLI) coverage ends upon separation, with only a 31-day extension and the option to convert to an individual policy, often at higher rates. Thrift Savings Plan (TSP): While vested TSP contributions remain, employer matching ceases, and access to certain withdrawal options may be restricted until reaching retirement age. PLEASE thoroughly assess the potential legal and financial implications before making a separation decision. Consulting with a federal employment attorney or a knowledgeable advisor can provide essential guidance tailored to individual circumstances.

Quantity Surveyor - Final Payment Process A Quantity Surveyor (QS) plays a crucial role in managing the final payment process in construction projects. 1. Final Account Preparation: Calculate Final Quantities: The QS remeasures all the work done and updates the Bill of Quantities (BOQ) based on actual site conditions. Any variations, omissions, or additions must be reflected. Check for Variations: All variations or changes in the scope of work must be included in the final account. The QS verifies that all agreed-upon variations are correctly measured and valued. Assess Retention: The QS ensures that any retention sums (a percentage of the contract value withheld during the project for security purposes) are correctly calculated and included in the final payment. 2. Final Payment Certificate (FPC): Issuance of the FPC: Once the final account is agreed upon, the QS prepares the Final Payment Certificate (FPC). This certificate includes the final total amount due to the contractor, considering all additions and deductions (e.g., retention, penalties, variations). Verify Contractual Terms: The QS ensures that all contractual conditions for final payment have been met, including completion of work, inspection, and acceptance by the client or project manager. 3. Deductions and Adjustments: Retention Release: If the project is complete and no outstanding defects or issues remain, the QS will calculate the retention sum to be released to the contractor after the defect liability period. Penalties/ Liquidated Damages: If there are penalties for delays or other contractual breaches, the QS ensures they are deducted from the final payment. Settling Outstanding Claims: The QS helps resolve any outstanding claims, ensuring they are accounted for in the final payment. 4. Final Inspection and Handover: Snagging: The QS may assist in organizing a final inspection or snagging 5. Approval and Payment: Submit Final Payment Certificate to Client: The QS submits the Final Payment Certificate to the client or employer for approval. Monitor Payment: The QS tracks the payment process to ensure the contractor receives the agreed amount. Example: Project Name: Commercial Office Building Contract Value: AED 10,000,000 Retention Amount: AED 500,000 Variations: AED 200,000 (addition for extra works) Penalties for Delay: AED 50,000 Final Payment Calculation: Initial Contract Value: AED 10,000,000 Add: Variations: AED 200,000 Less: Penalties: AED 50,000 Less: Retention: AED 500,000 Total Due: AED 9,650,000 The QS would issue the Final Payment Certificate for AED 9,650,000, which includes the contractor's final payment after all deductions and additions. Key Documents the QS Handles for Final Payment: 1. Final Account Summary 2. Final Payment Certificate 3. Variation Orders 4. Retention Calculation Sheet 5. Completion Certificate 6. Defects Liability Period Report (if applicable) 7. Handover Documents (Warranties, Operation Manuals, etc.)

Why Termination Clauses Matter More Than You Think 🤔 "If the contract is non-negotiable, why bother reviewing the termination clause?" It’s a fair question. But even when changes aren’t on the table, understanding the termination terms is critical. These clauses aren’t just legal fine print—they define how and when you can exit a contract and what obligations follow. A poorly drafted termination clause can: ⚠️ Lock you into an unfavorable agreement with no clear exit. ⚠️ Impose significant penalties or financial burdens upon termination. ⚠️ Leave post-termination liabilities (e.g., indemnity or confidentiality) lingering indefinitely. ⚠️ Lead to disputes due to vague or one-sided language. A well-structured termination clause should address: ✅ Valid termination grounds – breach, non-performance, force majeure, or termination for convenience. ✅ Notice period & formalities – ensuring compliance and a smooth transition. ✅ Post-termination obligations – settling dues, returning confidential information, and closing responsibilities. ✅ Liabilities & penalties – mitigating unexpected financial or legal risks. Knowing how to exit a contract is as important as understanding what you agree to. The best agreements don’t just start well—they ensure you can walk away on your terms, not someone else’s. #Contracts #TerminationClauses #RiskManagement #LegalInsights

I was on a call with a founder yesterday. Brilliant product. Growing team. Solid traction. But when I asked about their exit strategy, they froze. "Isn't that something we figure out later?" Here's the truth... Investors are thinking about exits from day one. And if you're not, you're already behind. How VCs and Angels really assess your exit potential When investors look at your startup, they're not just evaluating your product. They're reverse-engineering how they'll get their money back (with returns). Here's exactly what they're looking for: 🟢 Market Size That Makes Sense Your market needs to be big enough to support a meaningful exit. If you're targeting a $50M market, don't expect a $100M acquisition. Investors want to see markets that are growing, not shrinking. 🟢Traction That Tells a Story Revenue growth is obvious. But they're also watching customer retention, gross margins, and your LTV:CAC ratio. These numbers show whether your business can scale profitably. 🟢A Clear Path to Scale Can you 10x your business without breaking? Investors need to see that your team, processes, and technology can handle rapid growth. 🟢Exit-Ready Financials You don't need to be profitable yet. But you need to show a clear path there. Burn multiples, capital efficiency, and unit economics all matter. 🟢The Right Strategic Fit Who would want to buy you? If you can't name 3-5 potential acquirers, that's a red flag. Investors want to see obvious strategic value. How to optimize your pitch around exit potential Most founders bury their exit strategy on slide 15. Smart founders weave it throughout their story. ✔️ Start with the end in mind. When you present your market opportunity, mention who's already acquiring in this space. ✔️ Show strategic relationships early. Partnerships today often become acquisitions tomorrow. Highlight any enterprise customers or strategic partnerships you're building. ✔️ Make your financials exit-friendly. Use metrics that acquirers care about, not just investor metrics. Think gross margins, not just growth rates. ✔️ Address the timing. Most VCs expect exits in 5-10 years. Show them how you'll get there. ✔️ Keep your cap table clean. Messy cap tables kill deals. Make sure your equity structure makes sense for all stakeholders. Your exit strategy isn't just about the end game. It's about building a business that creates real, lasting value. When you think like a buyer from day one, you make better decisions about everything. Product development. Hiring. Partnerships. Pricing. The founders who understand this don't just raise money faster. They build more valuable companies. ♻️ Share it with a founder in your network who needs to see this. --- Ready to optimize your fundraising approach? Hi, I'm Nidhi Kaushal, and I help founders craft compelling fundraising strategies that align with investor expectations. Click the link in my bio to book a 1:1 strategy call or DM me directly.

Exit Readiness Roadmap 👇 Commencing exit readiness planning well before the intended exit date allows ample time to address ongoing activities and prepare for the three-year journey towards exit. Ongoing activities such as compliance, governance, and analytics are foundational and should be continually maintained to uphold regulatory standards and ensure operational robustness. These activities lay the groundwork for a smooth deal process and enhance the company’s attractiveness to potential buyers or investors. Three years to exit: As the exit timeline approaches, typically three years out, the focus shifts towards strategic planning, expansion, and nurturing the workforce. During this phase, updating the business strategy, setting and monitoring key performance indicators (KPIs), and finalizing core products become paramount. Expansion into new markets, making desired acquisitions, and integrating business units may also be pursued to bolster growth prospects. Two years to exit: Two years prior to exit, the emphasis turns to optimization, value creation, and performance enhancement. This period involves streamlining processes, maximizing profitability, and driving growth initiatives to increase the company’s value proposition. Benchmarking competitors, simplifying legal structures, and reviewing board roles are key activities to ensure operational efficiency and strategic alignment. One year to exit: In the final year leading up to the exit, preparation, marketing, and deal process activities take center stage. This phase involves preparing the company for the sale process, producing marketing materials, and organizing roadshows to attract potential buyers or investors. Navigating due diligence and legal agreements will likely consume significant amounts of time. Thoroughness in these efforts ensures a smooth and successful exit process, ultimately maximizing value and achieving a favorable outcome for all stakeholders. To gain a deep understanding of every aspect of the exit process, we have developed a simulator so you can explore the intricacies of financial analysis, valuation methodologies, strategic planning, and investor engagement. Through interactive modules, case studies, and simulations, you’ll develop a comprehensive toolkit to effectively strategize and execute a successful exit: https://lnkd.in/epQpWpGg

Layoffs cost 10X to 100X more than they save, but HR’s data only covers compensation, so business leaders only see savings. I use data to talk at least one CEO out of layoffs every month. Here’s how to protect your team from the chopping block. Quantify the Loss: The most common mistake is making the case with the value the team has created and the projects it has delivered. CEOs think about future value, not past gains, when making layoff decisions. What projects won’t deliver and how much revenue will be lost? CEOs need growth now more than ever. Build the case with data that quantifies the forward-looking value on the team’s product roadmap. Emphasize This Year’s Losses: Your CEO is being told that after an initial cost in the next 1-2 quarters, the business will see higher margins. Quantify this year’s lost revenue in big, bold terms. Showcase how internal efficiency initiatives will save the company more than the team costs. What external teams will miss their goals? Everyone advocates for themselves, so you’ll stand out by getting other leaders to add their voices. Use external teams’ KPIs and connect them to top-level strategic goals. Reduce Costs Without Reducing Headcount: Take high-cost, low or uncertain returning projects off the roadmap. Optimize hardware and cloud utilization. Push out tool and infrastructure purchases. Consolidate and put pressure on vendors to offer discounts. I frame this as, “I can’t reduce the staffing budget, but here are other areas where I can provide similar savings this year.” Instead of saying “No,” give your CEO alternatives and new options. Focus on informing vs. convincing. Every company’s CEO and CFO are taking a hard look at the technology budget, and layoffs are being discussed quarterly. Be proactive. Assume it’s coming and prepare the case now. Your team and career will be better off if you do.

Layoffs feel unethical, but they’re not inherently wrong. It’s the behavior behind the decision that matters. I learned this early in my career. Layoffs are business decisions. They’re about numbers, markets, and strategy. What makes them unethical is when leadership lies, hides, or treats people like disposable parts. When you can’t look someone in the eye and tell the truth, that’s when you’ve crossed the line. That’s why I teach the ETHICS framework to leaders and HR folks. It’s not academic. It’s survival. It kept me grounded when the pressure was high and the choices were ugly. Evaluate. Get the facts. Who’s impacted? What’s the real story behind the spreadsheet? Don’t accept half-truths. Think. Sit with the consequences. Who gets hurt? Who gets protected? What’s the ripple effect six months from now? Honor values. Integrity isn’t a slide deck. It’s how you behave when nobody’s watching. Does this decision reflect what you say you stand for? Identify options. There are always more than leaders admit. Better severance. Clearer communication. A chance to redeploy someone into a different role. Get creative. Choose. Make the call with clarity, not cowardice. People can smell fear. They can also smell respect. Scrutinize. After it’s done, don’t bury it. What worked? What was awful? What will you refuse to repeat? Layoffs are a business failure for sure. We can and should make them fair, transparent, and respectful. That’s ethical leadership. So next time you’re in the room for a hard decision, don’t wing it. Don’t hide. Use the ETHICS framework. Stand in your values. People will forget the press release, but they’ll never forget how you made them feel when their job disappeared. https://lnkd.in/e2amCVM6

Dear Professionals, Don't just follow blindly the advice of Career Gurus of social media to Not to Serve Notice Period. All of a sudden many of professionals (Mostly Young ones) have started thinking to get absconded from their companies. Do not just do that. Stamp of ABSCONDING will never leave you till you career need employment. Serving a notice period properly can have several benefits for both the employer and the employee. Some of these benefits include: 💫Smooth transition: Serving a proper notice period allows for a smooth transition of work from the employee to the employer or the person taking over the job. This ensures that the work is not disrupted and that there is no loss of productivity. 💫Positive impression: Serving a proper notice period can leave a positive impression on the employer, which can be beneficial for the employee's future job prospects. Employers are more likely to give positive references for employees who have served their notice periods properly. 💫Fulfilling contractual obligations: Most employment contracts have a clause requiring the employee to serve a notice period before leaving the job. By serving the notice period, the employee is fulfilling their contractual obligations, which can prevent legal issues. 💫Professionalism: Serving a notice period properly demonstrates professionalism and a commitment to the job. This can be particularly beneficial for employees who are looking to maintain positive relationships with their former employers and colleagues. 💫Financial benefits: Some companies may offer financial incentives to employees who serve their notice periods properly. This can include bonuses, extra pay, or other benefits, which can be a valuable addition to the employee's financial package. In summary, serving a notice period properly can have several benefits for both the employer and the employee, including a smooth transition, a positive impression, fulfilling contractual obligations, professionalism, and financial benefits. Your company has put Trust on you, do not simply break it under the influence of anyone. #noticeperiod #career

I'm so tired of seeing this... almost every single day. Layoff after #layoff. Hundreds...thousands of lives impacted. #CEOs, please consider everything possible before you decide to shake up someone's life completely. ✅ Cut Back on Hours: Consider having everyone #work less instead of letting people go. This could mean shorter days or a four-day workweek. ✅ Temporary Pay Cuts: Maybe the higher-ups could take a little temporary hit on their #salaries to keep the team together. ✅ Offer Time Off Without Pay: Some folks might be okay with an unpaid break if they know it's to prevent #colleagues from losing their #jobs. ✅ Switch Up People's Roles: Instead of letting people go, why not teach them new #skills to do different jobs in the #company? I keep saying this over and over and over. ✅ Work from Anywhere to Save Costs: Letting people work #remotely can reduce office expenses. This is a no-brainer that some CEOs can't seem to wrap their heads around. ✅ Hold Off on Extras: Temporarily cutting back on #bonuses and #travel perks can free up some cash. ✅ Short-term Furloughs: Giving employees a temporary break from work (they keep their #benefits and have a job to come back to) can be better than layoffs. ✅ Outsource or Automate Some Stuff: It's a touchy subject, but getting some tasks done outside the company or using tech to #automate can save money. ✅ Early Retirement Offers: For those close to #retiring, an early-out deal could be appealing and reduce the #workforce. ✅ Employee Brainstorming: Get a team together to come up with creative ways to cut costs – they might find something you hadn't thought of. ✅ Shake Up the Business Plan: Sometimes, shifting focus to the stuff that's making money can help avoid cuts. ✅ Put Non-Essential Projects on Hold: If it's not crucial, it can wait, saving some money right now. ✅ Talk to Suppliers and Lenders: Renegotiating deals with #suppliers or loan terms can give some breathing room. Each of these strategies has its pros and cons and certainly should be carefully considered. Remember, it's all about finding the right balance for your situation and keeping everyone in the loop. It's crucial to #communicate openly with #employees throughout the process, as #transparency helps maintain #trust and #morale. Every decision to avoid layoffs is a message of hope and commitment to your employees. It's an acknowledgment that each person is more than a number on a spreadsheet; they're the heart and soul of your company. By exploring every alternative, you're not just saving jobs; you're preserving dreams, supporting families, and reinforcing trust.