Exiting It Employee Offboarding Handover Checklist
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4020/1 Resignation Exit Interview Questionnaire
4020/1 RESIGNATION EXIT INTERVIEW QUESTIONNAIRE As an employee leaving the employment of Danville Area Community College, you can be a valuable source of information regarding various working conditions you have experienced at the College. I hope that you will be candid with your answers to the questions so we may gain from your experience at Danville Area Community College. Please be assured that your questionnaire will not become a part of your permanent personnel file and your comments will in no way affect your re-employment possibilities should you desire to seek employment again with the College. The College strives to maintain a positive working environment and hopes that your suggestions, comments, and observations will aid us in accomplishing this goal. Staff Member Name Department Job Title Resignation Date Anniversary Date Supervisor Name Why are you leaving our organization? Why now? Do you have a new job? Where? Title/Position Is your new rate of pay: lower than equal to or higher than what you were paid at the College? What did you like best about your job? What did you like least about your job? What changes would you make to improve your department if you were managing it? Did you receive your performance appraisals on time? How were they helpful/not helpful? When was your last appraisal? What was your rating? Were there opportunities for career advancement? If not, do you know why? Do you feel you were kept informed with respect to organizational policies and procedures? Please circle the word(s) that best express how you feel about the following: The Job Very Satisfied Slightly Satisfied Neutral Slightly Dissatisfied Very Dissatisfied 1. -
The Exit Interview: Perceptions on Why Black Professionals Leave Grantmaking Institutions 3 PERCENT of PHILANTHROPIC INSTITUTIONS ARE LED by BLACK CHIEF EXECUTIVES
2 ABFE - A Philanthropic Partnership for Black Communities The Exit Interview: Perceptions on Why Black Professionals Leave Grantmaking Institutions 3 PERCENT OF PHILANTHROPIC INSTITUTIONS ARE LED BY BLACK CHIEF EXECUTIVES. Introduction Most would agree that in recent years, the field of Over the last few years, ABFE and the philanthropy has begun to take seriously the need to increase diversity within its sector—and particularly Black Philanthropic Network—comprising among its leadership. Indeed, we are a long way from eleven regional affinity groups whose the days when the founding members of the Association of Black Foundation Executives (ABFE) stood up at a focus is to support philanthropy in Black Council on Foundations meeting to advocate for more communities—have increasingly taken equitable representation among Council leadership and note of a disturbing pattern: an uptick in grantmaking institutions more generally.1 In most major foundations today, it is now commonplace not just to in the number of Black philanthropic track but to require diversity of staff and leadership both professionals leaving the sector. within their own organizations and externally among their grantees. At first, this pattern seemed purely anecdotal. Goodbye emails from Black colleagues with new contact information Earlier this year, even the Chronicle of Philanthropy started popping up more frequently, and news that a key marveled at the progress that American philanthropy member of the network had taken a job elsewhere began has made toward these goals, highlighting the diversity to feel more routine than surprising. Then—as the above reflected by several major foundations’ recent senior hires. statistics suggest—the data began to support the pattern. -
Employees Can Receive Unemployment Benefits After a Voluntary Quit Employees Can Receive Unemployment
EMPLOYEES CAN RECEIVE UNEMPLOYMENT BENEFITS AFTER A VOLUNTARY QUIT EMPLOYEES CAN RECEIVE UNEMPLOYMENT BENEFITS AFTER A VOLUNTARY QUIT Many managers believe that all employee quits disqualify someone from collecting unemployment benefits, which is not always true. Careful reporting and documentation of voluntary quits is absolutely vital for effective control of unwarranted claims. It cannot be stressed enough that you should document the reasons why an individual says they have quit. • If you are unable to obtain a written resignation letter, you should document your conversation with the person about the reasons for leaving including the date and with whom they spoke. • If the individual does not provide much information other than quitting for “personal reasons,” it is okay to ask more questions to obtain additional details and information. • If you can get them to text or email you with their reasons for leaving, that communication can be saved and used as documentation. Most states expect that if an employee provided reasons for quitting, then the employer could have offered solutions rather than having the person quit. The burden is on the employer to propose options such as using vacation time, offering a leave of absence, changing work hours, or moving locations, to name a few. Just because someone did not ask for alternate arrangements does not mean the employer will win. Employers should document what was offered and reasons given as to why the offer was not accepted. This will show that the employer attempted to preserve the employment relationship. Next, it will be the claimant who needs to show good cause for refusing proposed options that could have remedied their situation. -
The State of Corporate Digital Forensics in Cybersecurity 2021 Report
MAGNET FORENSICS 1 THE STATE OF CORPORATE DIGITAL FORENSICS IN CYBERSECURITY 2021 REPORT Extracting experiences, unearthing insights, and pulling predictions from DFIR experts 2 MAGNET FORENSICS CONTENTS Corporate digital forensics is a relatively new and rapidly emerging domain that applies forensic science processes and an array of digital tools to use cases within corporations—from small businesses up to enormous enterprises. By surveying corporate digital forensics professionals and analyzing the results, we have created a uniquely illustrative snapshot of the state of this ever-changing domain at the end of 2020. EXECUTIVE SUMMARY ................................................................................................................. 3 INTRODUCTION ........................................................................................................................... 4 THE EMERGENCE OF CORPORATE DIGITAL FORENSICS ............................................................... 4 LEARNING FROM THE EXPERTS THEMSELVES ........................................................................... 4 GETTING TO KNOW CORPORATE DIGITAL FORENSICS PROFESSIONALS ........................................... 5 IN-HOUSE DIGITAL FORENSICS PROFESSIONALS ....................................................................... 6 DIGITAL FORENSICS CONSULTANTS ......................................................................................... 6 BRINGING IN A THIRD PARTY ................................................................................................. -
Onb and Crossboarding SIT2 Overview
• ONB, OFB, GMPM SUCCESSFACTORS PREP PURDUE FORT WAYNE ONB, XB, OFB, GMPM Who will use each system? High-level Overview ONB, XB, OFB, GMPM ONB, XB OFB GMPM Audience Audience Audience Faculty ONB, XB OFB GMPM Module Faculty Module Module Staff Staff Staff Students Students Temps ONB, XB IN SUCCESSFACTORS ONB Functionality in Everyday Speak 4 Simple Steps 2A 3 Prepare and send Payroll data is 1 online new hire reviewed for One last review of messaging accuracy and saved data entered during 2B in the system recruitment. Kickoff Submit online establishing steps 2A and 2B at paperwork: direct employee identity the same time deposit, work 4 authorization, sign Meet face-to-face important policies, with employee on tax forms, other first day to complete related employment work authorization information paperwork Post Hire Data Verification Panels Post Hire Data Verification Panels Post Hire Data Verification Panels Post Hire Data Verification Panels Assign a Peer Mentor Onboarding Set-up Panels Assign a Peer Mentor Onboarding Set-up Panels Assign a Peer Mentor Onboarding Set-up Panels Assign a Peer Mentor Assign a Peer Mentor Onboarding Set-up Panels New Hire Data Collection Panels New Hire Data Collection Panels New Hire Data Collection Panels New Hire Data Collection Panels New Hire Data Collection Panels New Hire Data Collection Panels New Hire Data Verification Panels New Hire Data Verification Panels E-Verify Panels E-Verify Panels XB Functionality in Everyday Speak 2 Simple Steps (required) 1 2 One last review of Payroll data is data entered during reviewed for recruitment. accuracy and saved to EC and ECP. -
University Departure Checklist
University of Kansas University Departure Checklist Departing Individual Information Departing Individual Name: Supervisor or Unit Designee Name: School/Department/Center/Unit Name: University Departure Checklist and Review Pursuant to the Employee and Affiliate Departure Policy, all departing faculty and staff employees and affiliates (except for affiliates with less than one month of service) and their designated supervisor or unit designee are to complete and verify that the applicable checklist tasks are completed prior to the date of departure. If the departure is sudden or the departing individual is otherwise unable to complete the checklist, the supervisor or unit designee should complete the checklist as necessary and work with Human Resource Management (HRM) representatives as appropriate. Departing Individual Yes or N/A Unit Responsibilities Yes or N/A Submit resignation letter with date of resignation to your supervisor The supervisor or unit designee provides a copy of the or unit designee as soon as possible. termination/resignation letter with unit acceptance to the Shared Service Center for processing. An Affiliate Data Sheet is to be completed by the unit for Affiliate appointments ending early. Notify any committees or boards on which you serve, including Confirm the departing individual has received and is completing the community memberships or affiliations. Departure Checklist and related activities. Refer to HRM’s Leaving Employment and Benefits Transition Inform departing individual that HRM Benefits will provide a letter with webpage regarding COBRA continuation of health insurance, leave information about continuing health insurance, accessing retirement payout, email and accounts access, accessing retirement funds, etc. funds, etc. Inform departing individual of leave payout information on Contact [email protected] with questions. -
CONFIDENTIAL EMPLOYEE EXIT INTERVIEW FORM Date: Name
CONFIDENTIAL EMPLOYEE EXIT INTERVIEW FORM Date: Name: Security Social Number: Location/Department: Supervisor: Hire Date: Termination Date: Starting Position: Ending Position: Starting Salary: Ending Salary: PART l: REASONS FOR LEAVING More than one reason may be given if appropriate; if so, circle primary reason. RESIGNATION Took another position Dissatisfaction with salary Pregnancy/home/family needs Dissatisfaction with type of work Poor health/physical disability Dissatisfaction with supervisor Relocation to another city Dissatisfaction with co-workers Travel difficulties Dissatisfaction with working conditions To attend school Dissatisfaction with benefits Other (specify) LAID OFF RETIREMENT Lack of work Voluntary retirement Abolition of position Disability retirement Lack of funds Regular retirement Other (specify) Plans After Leaving 08/24/10 Page 1 of 3 PART ll: COMMENTS/SUGGESTIONS FOR IMPROVEMENT We are interested in what our employees have to say about their work experience with the University. Please complete this form. 1. What did you like most about your job? 2. What did you like least about your job? 3. How did you feel about the pay and benefits? Excellent Good Fair Poor Rate of pay for your job Paid holidays Paid vacations Retirement plan Medical coverage for self Medical coverage for dependents Life insurance Sick leave 4. How did you feel about the following: Very Slightly Slightly Very Satisfied Satisfied Neutral Dissatisfied Dissatisfied Opportunity to use your abilities Recognition for the work you did Training you received Your supervisor’s management methods The opportunity to talk with your supervisor The information you received on policies, programs, projects and problems The information you received on departmental structure Promotion policies and practices Discipline policies and practices Job transfer policies and practices Overtime policies and practices Performance review policies and practices Physical working conditions 08/24/10 Page 2 of 3 COMMENTS: 5. -
Strategic Employee Offboarding Roadmap—The Big Wins of a Positive Goodbye
STRATEGIC EMPLOYEE OFFBOARDING ROADMAP—THE BIG WINS OF A POSITIVE GOODBYE UPON NOTICE Employees leave for all kinds of reasons. And your Provide employee Confirm employee Begin processing Begin processing any Obtain & accept Enter employee departure Provide employee Begin processing any employer brand goes with them. So make the most of resignation letter date in HR system to with link and with link and appointment with outstanding expense of paid time off required return of an exit experience. When employees leave, they take all (unless involuntary) trigger offboarding instructions for instructions for benefits team reports, petty cash and/or leave signing bonus or of their experience and knowledge with them. A good checklist and alerts to key offboarding checklist formal knowledge or other expenses balances moving/relo exit process will capture that knowledge, ensure departments transfer reimbursement compliance with your exit policies, collect feedback on the organization and reinforce the best parts of your 2 WEEKS IN ADVANCE OF DEPARTURE DATE employer brand. An intentional strategic offboarding program puts a Remove personal Identify and transfer Collaborate with Notify team and Schedule final Employee meeting to Employee meeting quality closing experience onto an employee's tenure. It information from manager/team files, documents, employee on knowledge appropriate review relevant with HR team to discuss creates a warm, consistent experience can strengthen company-owned lunch/happy hour with emails, department transfer list of current stakeholders of departure policy benefits, paid time off your employer brand, help you stay in touch with top devices departing employee app log-ins & other project status, internal & employee departure (NDAs, non-competes) balances, retirement plans talent and maintain a positive “buzz” about your records to supervisor external contacts and and employment other key information verification process company. -
Work Or Workout?
Work or workout? Citation for published version (APA): Ren, X. (2019). Work or workout? designing interactive technology for workplace fitness promotion. Technische Universiteit Eindhoven. Document status and date: Published: 18/02/2019 Document Version: Publisher’s PDF, also known as Version of Record (includes final page, issue and volume numbers) Please check the document version of this publication: • A submitted manuscript is the version of the article upon submission and before peer-review. There can be important differences between the submitted version and the official published version of record. People interested in the research are advised to contact the author for the final version of the publication, or visit the DOI to the publisher's website. • The final author version and the galley proof are versions of the publication after peer review. • The final published version features the final layout of the paper including the volume, issue and page numbers. Link to publication General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights. • Users may download and print one copy of any publication from the public portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain • You may freely distribute the URL identifying the publication in the public portal. If the publication is distributed under the terms of Article 25fa of the Dutch Copyright Act, indicated by the “Taverne” license above, please follow below link for the End User Agreement: www.tue.nl/taverne Take down policy If you believe that this document breaches copyright please contact us at: [email protected] providing details and we will investigate your claim. -
Employee Offboarding Checklist and Exit Interview
This checklist must be completed by the supervisor ON or BEFORE the employee’s last day (or ASAP in the case of job abandonment). The original copy, exit interview, City badge, and parking tags will be returned to Human Resources within 3 business days from the employee’s exit date. If a badge and parking tags were not issued, this form and exit interview can be scanned and emailed to [email protected] OFFBOARDING CHECKLIST Name: ____________________________ Department: _______________________ Effective Date: ____________________________ Reason: Transfer Retirement Termination Resignation Other: _________ Exit Interview Completed by employee Email [email protected] in order to: Disable employee’s access to City network Disable employee’s access to Employee Self Service (ESS) City Equipment Returned: Not Returned: N/A: City Badge(s) Door Cards Office/Department Keys Vehicle Keys P-Card Uniforms Electronics (cell phone, tablet, laptop, etc) Public Safety equipment Weapons Other _____________________________ List miscellaneous equipment returned: Employee: ___________________________________ Date: ___________________ Supervisor: ___________________________________ Date: ___________________ Exit Interview We would appreciate you taking about 8-10 minutes to answer the following questions as honestly as possible. We believe that the information is of vital importance and will assist in analyzing our employee retention and turnover. Thank you for your cooperation! Name Employment -
Exit Interview Survey
University of Southern Maine Exit Interview As a recently separated University employee, you are a valuable source of information regarding work conditions during your employment. We hope that you will be candid with your answers so we may gain from your experience with the University. Thank you very much for your time and support. Name: _________________________________________________ Date: ____________________ Hire date: _____________________ End date: ____________________ Most recent Department: ____________________________ Job title: ______________________________________ Supervisor: _____________________________________________ Classified Professional Faculty Part-time Full-time Please indicate your primary reason for joining USM: Benefits Career Advancement Unemployed and needed a job Salary Tuition Waiver Reputation as a good place to work Other _________________ Please read each of the following questions and respond according to your personal experiences at USM. Below each question is space to explain any items. 1. USM’s benefits program met my needs: Strongly Agree Agree Neutral Disagree Strongly Disagree Comments: ________________________________________________________________________________ 2. My salary was competitive: Strongly Agree Agree Neutral Disagree Strongly Disagree Comments: ________________________________________________________________________________ 3. I was satisfied with my performance management process: Strongly Agree Agree Neutral Disagree Strongly Disagree Comments: ________________________________________________________________________________ -
2018 Exit Interview Report Hutt International Boys School April 2016
Address: 118 Woburn Road Phone: 045664177 www.game.school.nz Lower Hutt 0275664177 [email protected] Director: Bryan Gwilliam B.Ed., M.Ed.Admin. (Hons), Dip.Teach. __________________________________________________________________________________ 2018 Exit Interview Report Hutt International Boys School April 2016 BACKGROUND Hutt International Boys School was interested in seeking the views of parents of departing students to determine a more comprehensive understanding of some of the school’s strengths and possible areas for future development. The principal saw benefit in the engagement of an external consultant to oversee the project. This report succeeded a similar survey completed in April 2016 The specific purpose of the interviews was to determine: o The programmes and practices that have worked well for students o The programmes and practices that have not been working well o The ways the school could improve its existing programmes and practices The school was asked to provide the names and contact numbers of all families of boys who had left the school at the end of 2017. The consultant was given a comprehensive spreadsheet of 104 boys in this category. Of these only 5 were recorded to have left before the end of Year 13 (this compares with 12 in 2016). In total 31 individual parents were contacted to express their views about the school. The interviews were conducted during February / March 2018 when a randomly selected parent of each boy was contacted by phone. Although it was mothers who usually responded to the interviews, there were also a good number of fathers interviewed. Phone calls ranged in length from 10 minutes to 45 minutes.