It’s time to address an annoying, longstanding, and frankly outdated tradition: the two-week notice. A business practice that is as obsolete as fax machines and paper resumes.
Once upon a time, in an era lost to the mists of time, somebody thought: “Hey, employees need to give companies a heads up before they peace out” and thus, the two-week notice was born. In theory, this notice period provides employers with time to find a replacement, redistribute tasks, and ensure no disruption in services. But I can guarantee you there are very few replacements being found and hired within two weeks.
There’s also, of course, a brazen power dynamic at play. Many companies don’t think twice before laying off employees, often giving them no notice at all. If businesses can terminate one’s employment without a buffer, why is it expected that workers provide a cushion? What, in this practice, indicates any form of mutuality or reciprocity?
Guess what? People will always be leaving you…
Often, the departure of an employee begins long before the resignation letter hits their manager’s desk. The subtle signs are there – a decrease in enthusiasm, fewer innovative ideas, or even just a change in demeanor. And when the notice finally comes, it’s a mere formality.
Yet we hang on to this two-week notice ritual, seemingly coded into our professional DNA and require employees to render a two-week notice in order to remain eligible for rehire or receive payout of their PTO or vacation balance ** (** depending upon state laws of course). And for years, workers have obediently followed this “etiquette” even though this antiquated tradition often feels more like a trap than a courtesy.
But how much valuable “transitioning” really happens in those two weeks? Most times, the soon-to-depart employee is already dreaming about their next gig or planning their victory lap around the office. In many instances, once an employee submits their notice, they’ve been mentally checked out for months. The passion and the fire? Fizzled out even if they’re still physically present.
On the flip side, employers might hold onto departing employees for the full two weeks, but even they aren’t really invested in optimizing this time. To make it even worse (thanks to the-powers-that-be!) some departing employees experience an awkward phase-out; they’re given meaningless tasks to perform and are excluded from meetings and discussions.
So what’s the point? I say it’s time to rip of the band-aid and upgrade this entire practice:
- Let Them Talk Before They Walk: Encourage a culture where employees feel they can chat about career growth, burnout, or just wanting a change without getting the side-eye – or worse – from their managers. If employees feel they can voice their concerns, aspirations, or plans without negative repercussions, managers won’t be blindsided by departures.
- Tailored Transitions: Some folks need more than two weeks, others far less. Maybe, just maybe, we can customize the transition based on actual needs rather than an arbitrary number pulled from the employment ether.
- Immediate handover: Once an employee decides to leave, have them immediately hand over their tasks and responsibilities. A comprehensive handover document, a one-on-one chat with a successor, and BAM (!)…the major stuff is covered.
- Keep It Real, Both Ways: If companies can ghost their candidates and employees without a second thought, why the heck are employees expected to roll out the red carpet before making an exit?
- Lose the Awkward Goodbye: The period after the resignation shouldn’t feel like breaking up with a high school sweetheart. Instead of the weird cold shoulder, celebrate the employee’s contributions and recognize the team for adapting and evolving. Encourage a culture where people can move forward, knowing they have the support and goodwill of those they’re leaving behind.
The workplace (and HR) is ever-evolving and many of our “standard practices” need to exit the building…including the archaic ceremonial practice of the two-week notice.
