Offboarding process guide for HR teams and managers

When an employee decides to leave, the clock starts on reducing risk, protecting knowledge, and parting on good terms. HR exit is the end-to-end offboarding process. It spans resignation, knowledge transfer, exit interview or survey, access deprovisioning, pay/benefits wrap-up, and post-exit alumni engagement.

Overview

The HR exit lifecycle has six parts: resignation/notice → knowledge transfer/handover → exit interview or exit survey → access and device offboarding → final paycheck and benefits wrap-up → alumni/boomerang follow-up.

Done well, it reduces insider risk, preserves business continuity, and turns feedback into retention improvements. A consistent, humane process also signals fairness to remaining employees and strengthens your employer brand.

HR exit process: from resignation to last day

You need a predictable playbook so nothing falls through the cracks under deadline pressure. Start with acknowledgment and documentation of notice, clarify last day, and align on communication to the team. In parallel, schedule knowledge transfer, trigger IT/Facilities tasks, and choose the feedback format (interview or survey).

On timing, aim to complete handover tasks before the final week. That way HR and the employee can focus on pay/benefits, property return, and a dignified exit. Document each step in your HRIS or ticketing system to create an audit trail, especially for pay, benefits notices, and access deprovisioning. That paper trail protects the business and helps you spot bottlenecks to fix later.

Timeline and owners (HR vs. manager vs. IT)

Clarity of ownership keeps offboarding smooth. In a practical RACI approach, HR is accountable for the overall exit process, compliance, and communication. The manager is responsible for knowledge transfer, project reassignment, and the team plan. IT/Facilities are responsible for system access, device handling, and physical access. Legal advises on agreements, legal holds, and escalations. Finance/Payroll finalize pay and deductions. Each step should have a due date tied to the last working day.

Use this quick checklist to confirm roles:

HR: acknowledge notice, confirm last day, share exit policy, schedule interview/survey.
Manager: create a handover plan, reassign work, set knowledge transfer sessions.
IT: create offboarding tickets, schedule account deprovisioning, prepare device return steps.
Legal: review non-compete/confidentiality, assess legal holds, advise on severance (if any).
Payroll/Benefits: calculate final wages and accrued PTO payout, initiate benefits notices.
Facilities/Security: badge/keys retrieval, building access removal.

Close the loop with a brief post-exit review to capture lessons learned. Confirm all systems show the employee as inactive. This reinforces consistency and supports clean audits.

Knowledge transfer and handover

The goal is to capture role-critical context, not just files. Start with a shared checklist that covers projects, stakeholders, processes, and decision history. Store it in a durable location (e.g., your knowledge base). For critical roles, pair documentation with screenshare walkthroughs and recorded demos so successors can self-serve.

To speed the process, anchor a 60–90 minute handover session with prompts:

Top 5 responsibilities and weekly rhythms
Current projects, deadlines, and owners
Key stakeholders and how to work with them
Systems, credentials location, and process quirks
Risks, dependencies, and open decisions
Where documentation lives and what’s missing

After the session, have the manager validate the plan and assign follow-ups. The combination of a written handover and live transfer reduces ramp-up time and avoids “tribal knowledge” loss.

Return of assets and access deprovisioning

Protecting data and systems is time-sensitive during any HR exit. Sequence device return and account shutdown. Preserve needed data while eliminating unnecessary access. The National Institute of Standards and Technology (NIST) recommends timely user account deprovisioning as part of access control management (SP 800-53 Rev. 5, AC-2): https://csrc.nist.gov/publications/detail/sp/800-53/rev-5/final. For added guidance on insider risk signals and mitigation planning, see the Cybersecurity and Infrastructure Security Agency (CISA): https://www.cisa.gov/resources-tools/resources/insider-threat-mitigation.

Coordinate with Legal before disabling accounts if a legal hold is possible. You don’t want to destroy evidence or tax/regulatory records. For voluntary resignations, schedule disablement for the last working day. For terminations, disable access immediately upon notification.

Confirm completion by checking logs and deactivations across SSO, email, VPN, and high-risk systems.

Exit interviews that generate honest, useful feedback

Exit feedback is only valuable if people feel safe and the questions are focused. Set clear goals—what decisions will this data inform? Choose a format that balances depth with confidentiality. Cap questions to avoid fatigue and signal respect for the employee’s time.

Establish psychological safety by explaining how responses are used, who will see them, and how confidentiality is protected. Invite candor and listen without defensiveness. The aim is to learn, not litigate past decisions. Close by thanking them and summarizing how insights are rolled up and acted on.

Goals and format (interview vs. survey)

Use interviews when you need depth, nuance, and follow-up. They work well for leadership roles, critical teams, or unusual situations. Choose surveys when you need anonymity at scale or comparable data across exits. Surveys also help when time zones or availability make live conversations impractical. Many organizations use both: a brief, anonymous exit survey for everyone, plus an optional 20–30 minute interview for deeper insight.

Anonymity increases candor but reduces the ability to clarify. Confidentiality preserves identity within HR but requires strong non-retaliation norms. State your approach up front and give employees a choice of format where feasible. Whatever you choose, commit to aggregating results for leaders rather than sharing identifiable comments.

Is an exit interview mandatory?

No—exit interviews are not legally required in the U.S. According to SHRM, participation should be optional and focused on learning rather than compliance: https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/conductingexitinterviews.aspx. Encourage, don’t coerce, and respect declines.

If an employee declines, offer an anonymous survey or a shorter written form as an alternative. Make clear there is no penalty for opting out. Avoid pressuring them via their manager to participate. Preserving trust here increases the odds of honest feedback from others.

Questions to ask and questions to avoid

Focus on a concise set of high-yield prompts that map to actions you can take. Aim for 8–10 questions, mixing open-ended and targeted items to surface patterns without exhausting the employee.

What led you to start looking for a new role, and what was the deciding factor?
Which aspects of your job energized you most, and which drained you?
How would you rate your relationship with your manager and why?
What could have made you stay (comp, growth, workload, flexibility, team, leadership)?
Were responsibilities clear and realistic? If not, where were the gaps?
How inclusive and psychologically safe did the team feel?
How effective were our tools and processes (what sped you up or slowed you down)?
Did you receive useful feedback and career development support?
If you could change one thing here for your team, what would it be?
Would you consider returning in the future (as a boomerang)? Why or why not?

Avoid leading or retaliatory questions such as “Which coworker caused you to leave?”; invasive personal questions unrelated to work; or questions that imply judgment (“Don’t you think your expectations were unrealistic?”). Keep the tone neutral and improvement-oriented so employees feel safe being candid.

How to decline or reschedule professionally

Employees: “Thanks for inviting me to an exit interview. I’m short on time before my last day and prefer to share feedback via the survey. If helpful, I can also answer a few questions by email.” Another option: “I’m happy to do a 15-minute call next Tuesday between 2–4 p.m. if that works.”

HR: “Participation is optional—thank you either way. If a short survey or email is easier, we’ll send a link and keep responses confidential.” For rescheduling: “No problem—let’s move to a 20-minute slot that fits your schedule, or we can switch to a written format.”

Legal, payroll, and benefits wrap-up

Compliance details matter in the final stretch. Final paycheck timing, accrued PTO payout, and benefits continuation follow jurisdiction-specific rules and company policy.

COBRA generally allows eligible employees to continue group health coverage for up to 18 months and applies to employers with 20+ employees: https://www.dol.gov/general/topic/health-plans/cobra. Final paycheck timing varies by state; use the U.S. Department of Labor’s state resources for specifics: https://www.dol.gov/agencies/whd/state.

Confirm termination dates, payout methods, and mailing addresses in writing to prevent disputes. Provide standardized notices and a benefits summary the employee can reference post-exit. Clear, timely communication reduces errors and support tickets.

Final paycheck and accrued leave

Align your policy to state law and your handbook, and apply it consistently. Some states require immediate payment; others allow payment on the next payday. Document the applicable rule and the exact payout date and method. If accrued PTO payout is required or promised in policy, calculate the amount and reflect any lawful, pre-authorized deductions in writing.

Before processing, verify hours worked, commissions/bonuses due, and any clawbacks permitted by law. After processing, send a confirmation with pay stub details and a point of contact for questions. This closes the loop and reduces back-and-forth after the last day.

Health insurance and COBRA

Provide the COBRA election notice within required timelines and track responses. Explain when current coverage ends, when COBRA can begin, and how long continuation is available (generally up to 18 months; certain qualifying events allow longer). Share contact details for the plan administrator and any state continuation alternatives where applicable.

Use a checklist to confirm notices sent, deadlines, and premium payment instructions. Maintaining a clear audit trail helps you pass compliance reviews and supports former employees who need timely coverage decisions.

References, non-competes, and confidentiality reminders

Clarify your reference policy (e.g., title and dates only vs. performance references from designated reviewers) and how former employees can request one. Remind departing staff of any continuing obligations—confidentiality, IP assignment, or restrictive covenants. Note that non-compete enforceability is jurisdiction-dependent and evolving; advise them to seek personal legal advice if needed. Keep the tone respectful and informative.

Send a brief follow-up summarizing these points with links to the signed agreements in your HRIS. A neutral, standard script reduces confusion and avoids perceived threats or retaliation.

Security and risk management during HR exit

Security offboarding is a coordinated, time-bound effort across HR, IT, and Legal. Start with a clear trigger (notice or termination decision). Log every access removal, and preserve data required for legal, tax, or investigative reasons. Anchor your approach to recognized frameworks like NIST SP 800-53 (AC-2 for account management). Use CISA’s insider threat guidance to spot and mitigate risky behavior.

Treat high-risk systems (source code, finance/ERP, customer data) as priority deprovisioning targets. For involuntary exits, remove access immediately and collect devices before notifying if feasible. For voluntary exits, schedule same-day deprovisioning at close of business on the last day, after ensuring necessary data is preserved.

Account and device offboarding checklist

Use this sequence to minimize gaps and confirm completion across systems.

Disable SSO and revoke SaaS tokens; remove from key groups and shared mailboxes.
Disable VPN and network access; remove from Wi‑Fi identity stores.
Lock and then deprovision email; set time-bound forwarding and auto-replies as needed.
Enforce MDM lock/wipe for laptops/phones; capture inventory and device health.
Reset or transfer ownership of privileged accounts, API keys, and SSH keys.
Collect hardware (laptop, phone, badges, keys); record serial numbers and condition.
Archive and transfer files/drives in accordance with legal holds and data retention.
Verify completion with a deprovisioning report and ticket closure.

Confirm that alerts fire for any post-exit login attempts and that shared credentials were rotated. A final audit of high-risk systems prevents surprises later.

Data retention and legal holds

Before disabling accounts or wiping devices, verify whether a legal hold applies. Coordinate with Legal to preserve emails, files, chat logs, and system data relevant to litigation, investigations, taxes, or regulatory requirements. Preservation may include mailbox/Drive holds, export to a secure archive, and controlled access for authorized reviewers.

Document what was preserved, who approved the hold, and where the data resides. Once holds are in place, proceed with deprovisioning and device handling per policy. This sequencing balances compliance with security.

Turning exit data into retention insights

Exit feedback should fuel specific, time-bound improvements—not just a folder of transcripts. Standardize your coding of themes (managerial issues, comp/benefits, workload, career growth, flexibility, culture, leadership). Track “preventable vs. non-preventable” reasons for leaving. Share patterns quarterly with accountable owners and follow progress to closure.

Close the loop with employees and managers by communicating what changed because of exit insights. When staff see action, participation and candor rise, creating a virtuous cycle. Keep identifiable details private and report at the team/function level to maintain trust.

Metrics to track and reporting cadence

Start small with a dashboard that leaders actually read. Track counts, reasons, and actions, not just anecdotes. Publish a brief quarterly readout with highlights and commitments.

Exit interview/survey completion rate
Top 5 themes and their trend vs. last quarter
Percent of “preventable” exits and top preventable causes
Time-to-action on top issues (e.g., policy change, workload fix)
Boomerang rate and average time-to-return
Offboarding SLA adherence (e.g., access removed within 24 hours)

After each readout, assign owners and due dates for the top 1–3 improvements. The cadence matters more than sophistication; consistency builds credibility.

Sharing insights with leadership without risking confidentiality

Aggregate results to groups of at least 5–10 exits before sharing themes, and remove names, dates, and identifiable anecdotes. Use thresholding and paraphrasing to protect individuals while still conveying the signal. Reinforce your non-retaliation policy and train leaders on appropriate follow-up. For context on anti-retaliation protections, see the EEOC: https://www.eeoc.gov/retaliation.

If allegations involve discrimination, harassment, safety, or fraud, escalate to HR/Legal for investigation and do not wait for the quarterly roll‑up. Document the intake, actions taken, and outcomes to demonstrate prompt, fair handling.

Special scenarios: layoffs, terminations for cause, and remote workers

Complex exits require tighter choreography and additional documentation. For layoffs, coordinate group notices, severance, and outplacement. Ensure synchronized security steps and clear messaging.

For terminations for cause, prioritize immediate access removal, device control, and evidence preservation before the conversation whenever feasible.

Remote and hybrid exits add logistics for device return and multi-state compliance. Provide pre-paid shipping kits, clear instructions, and tracking labels. Confirm receipt with a simple digital form. Align final pay to the employee’s work state rules using the DOL’s state portal referenced above.

Severance and outplacement basics

Severance is typically discretionary, used to ease transitions and reduce legal risk—especially in reorganizations and reductions in force. A standard package may include pay continuation, a benefits subsidy window, non-disparagement/confidentiality language, release agreement, and optional outplacement support. Eligibility, amounts, and enforceability vary by jurisdiction and employee status; have counsel review terms and communications.

Give employees time to review agreements and access to contacts for questions. A respectful, consistent approach supports dignity and reduces disputes.

Remote/hybrid equipment returns and multi-state compliance

For distributed teams, send return kits ahead of the last day with a device checklist and shipping deadline. Track shipments, record serial numbers, and send a receipt upon acceptance so employees have proof they returned property. If a device is lost, follow your policy on replacement costs only where lawful and previously agreed.

Confirm final payroll timing and method based on the employee’s primary work state. Use the DOL’s state resources to verify requirements and update your checklist accordingly. Clear instructions reduce confusion and follow-up tickets.

Common pitfalls and how to avoid them

Exits go wrong when there’s ambiguity, delay, or too much friction. Most issues are preventable with a standard plan, clear ownership, and simple scripts. Review these common pitfalls and the fast fixes that address them.

Late access removal: Tie deprovisioning to a ticket with a firm due time (immediate for terminations; end-of-day for resignations) and require a completion report.
Unclear ownership: Publish a one-page RACI and keep it linked in every offboarding ticket.
Overly long interviews: Cap to 20–30 minutes or ≤10 questions; use surveys for the rest.
Retaliation risk: Train managers and reiterate non-retaliation in exit communications; report only aggregated themes.
Lost knowledge: Require a written handover plus a recorded walkthrough for critical roles.
Missing legal holds: Pause deprovisioning until Legal confirms hold status; track approvals in the ticket.
Final pay errors: Use a checklist for hours/commissions/PTO and pre-send a pay confirmation.

Close the loop after each exit with a five-minute retrospective to capture one improvement to the process. Incremental refinements compound into a best-in-class program.

Templates and checklists

Use these copy-ready snippets to standardize your HR exit process quickly. Adapt them to your policies and link them from your HRIS or wiki for easy access.

HR exit checklist (6–8 steps): acknowledge notice; confirm last day; schedule handover; trigger IT/Facilities tickets; choose interview/survey; calculate final pay/PTO; send benefits notices; confirm property return and access removal.
Knowledge transfer prompts: responsibilities and weekly rhythms; top projects and deadlines; key stakeholders; systems and process quirks; risks/dependencies; documentation locations and gaps.
Exit interview question set (≤10): reasons for leaving; energizers/drainers; manager relationship; stay factors; role clarity; inclusion/safety; tools/processes; feedback/career development; one change to improve; boomerang interest.
Employee equipment return receipt (one-paragraph acknowledgment): “I, [Name], returned [Device Type, Serial], [Accessories] on [Date] via [Carrier/Tracking]. Device was in [Condition]. Company acknowledges receipt on [Date]. Signed by [Employee/Receiver].”
Professional decline script (employee): “Thanks for the invite. I prefer to complete the exit survey or a brief email due to timing. Happy to share highlights.”
Professional reschedule script (HR): “Participation is optional. If easier, we can switch to a 20‑minute slot next week or a written survey. Your feedback is appreciated and kept confidential.”

Store these as templates with placeholders so HR can generate them in seconds. Consistency reduces errors and speeds up each exit.

FAQs about HR exits

How long does COBRA last after leaving a job? Generally up to 18 months for qualifying events with employers of 20+ employees (see DOL guidance referenced above).

Can I refuse an exit interview? Yes. Exit interviews are not legally required in the U.S., and participation should be optional (SHRM guidance).

When do I get my last paycheck? It depends on state law—some require immediate payment, others allow payment on the next payday. Check your state’s rules via the DOL portal referenced above.

How quickly should system access be revoked after notice or termination? Immediately upon termination; for resignations, at end‑of‑day on the last working day after necessary data preservation. NIST AC‑2 emphasizes timely account deprovisioning.

Exit interview vs. exit survey—what’s the difference, and when should we use each? Interviews offer depth and follow-up, ideal for key roles or complex situations; surveys provide anonymity and scalable trend data. Many teams use both: a short anonymous survey for all, plus optional interviews for deeper insight.

What should I ask HR when leaving a job? Confirm your last day, final pay date and method, PTO payout, benefits end date and COBRA options, device return instructions, and reference policy.

Are severance and outplacement required? Typically no—severance is discretionary and negotiated, though practices vary by jurisdiction and company policy. Have HR/Legal confirm eligibility, terms, and documentation.