Danny Wareham believes we need to follow universities’ example and embrace the concept of organisational alumni
When Alex handed in her resignation, the response felt chilly. Her manager barely made eye contact during the handover, the goodbye email was perfunctory, and the send-off gift – a bottle of wine – felt more like an afterthought than a token of appreciation.
By the time Alex walked out of the office on her last day, it was clear she wasn’t just leaving a job; she was being ghosted by a workplace that no longer wanted her.
For Alex, it was a jarring experience. Years of effort, collaboration and loyalty had been reduced to a transactional farewell. She couldn’t help but wonder: why did leaving a job feel like ending a relationship on bad terms?
The concept of a ‘job for life’ has evolved significantly over the past few decades, with notable changes in employee tenure and employment patterns.
In the UK, more than 1 in 10 individuals have not stayed with a single employer for more than a year, and almost 1 in 5 has a maximum tenure of less than two years. One study found that 18- to 23-year-old employees are more likely to have held three to five roles in a year than a single employment position. However, many leaving experiences appear to imply a belief that employee loyalty to long-term tenure should be a given.
“The legacy loyalty expectations of employees and the reality of modern employment patterns can lead to the leaving experience feeling more punitive than pleasant”
This juxtaposition – the legacy loyalty expectations of employees and the reality of modern, transient employment patterns – combined with our social-psychological needs to belong, conform and be part of a group, can often lead to the leaving experience feeling more punitive than pleasant. Surely there’s a more positive approach available? One that employers, managers and organisations can use that actually adds value rather than simply being a poor experience?
The answer might lie in an unlikely place: universities. Universities recognise that their role is in creating future success for students – even if those individuals’ future successes are not within the university system itself. Students’ time with them is finite and, as a result, universities manage multiple approaches that ensure their off-boarding process is anticipated, efficient and positive.
They create opportunities for leavers to stay connected with peers and the organisation, should they choose to do so. They champion their in-role achievements and celebrate their post-study accomplishments. They invite leavers to share their experiences and build deeper relationships.
This irony is not lost on Alex. Her university keeps in touch, checking in on how her postgraduate experience is going.
While Alex has no intention of returning to university, she is proud to recommend her alma mater to others.
Imagine if Alex’s organisational leaving experience was comparable. If her employer was able to say: “Look at how Alex grew here, and what she achieved during her time with us.” If there were opportunity to champion her achievements, maintain the relationship and build advocacy.
Now imagine the impact for the employer: people’s brand perception of the organisation, how it attracts future talent and – like universities – how it creates the competitive edge in a challenging market.
Organisational alumni. Let’s make it a thing.
Danny Wareham is an organisational psychologist, accredited coach, speaker and certified psychometrician.
This article is adapted from a feature first published in the spring 2025 issue of Edge.
