In the hiring and recruiting world, a lot of emphasis is placed on onboarding

The methods employers use to make new hires feel welcome, to convey their culture from the start, to ensure employees start their journey with the organization on the right foot. While onboarding is certainly an important component of the employee lifecycle, just as important from the business perspective—yet far less in the spotlight—is offboarding.

For organizations that rely on seasonal or temporary workers, getting the right people in the door and to work—quickly and efficiently—is certainly a challenge. But, when it’s time for those employees to part with the company, employers must manage that process just as carefully and intentionally, if they don’t want to make hiring even harder in the future. Brand reputation, especially in a hiring market like today’s, is key to securing top talent; yet, it could come under fire if the employer doesn’t bring the same level of respect and consideration to the work of letting employees go as it does when they join the company.

When workers are hired on a temporary basis, they know their time with the organization has a deadline—but one way employers can improve that parting relationship is by communicating the expectations for that time clearly. New hires should know how long their role will last, the expected hours and shifts, how long benefits will be offered and other important aspects of their relationship with the business. Like any element of employee relations, being transparent and generous with information can be a game changer in how workers view the organization, both today and in the future.

It’s important to remember that these workers may one day be interested in returning—and the organization needs to not only make offboarding a positive experience but also keep the lines of communication open. Offer resume and job search assistance, information on career fairs or opportunities to network and build connections. Supporting employees in their next endeavor will leave a positive impression on the remaining workforce, while also creating a pipeline of future talent who may be ready and eager to return when you need to staff up quickly.

Organizations can also convey to temporary workers that they value their contributions by prioritizing their development while they’re with the organization: Training courses, leadership classes and more don’t require a significant monetary investment but can go a long way toward building a culture that values all employees, no matter how long they work for the organization. And that culture is something that employers can leverage to entice new talent across all levels, while also boosting retention—at a time when it’s sorely needed by many organizations.