Exit Strategy An exit strategy is a means of leaving one's current situation, either after a predetermined objective has been

achieved, or as a strategy to mitigate failure [1][2][3]. An organisation or individual without an exit strategy may be in a quagmire. At worst, an exit strategy will save face; at best, an exit strategy will peg a withdrawal to the achievement of an objective worth more than the cost of continued involvement. In warfare [edit]In business See also: Barriers to exit In entrepreneurship and strategic management an exit strategy, exit plan, or strategic withdrawal, is a way to transition one's ownership of a company or the operation of some part of the company. Entrepreneurs and investors devise ways of recouping the capital they have invested in a company. The most common strategy is the sale of equity to someone else through a trade sale. Transition companies are professional mergers and acquisitions companies that assist Middle Market business owners with their exit strategy. Services offered are often referred to as Transition Management services. From time to time, management may decide it is necessary to downsize its operations. This typically involves discontinuing less profitablebrands, products, product lines, or operating divisions. Other types of exit strategy are: Management buyout or employee buyout (common in the manufacturing industry) HR Exit strategy- An exit strategy is a way to remove yourself from a current situation. Your goal is removal without losing face or burning relationship bridges with, for example, your current employer.Whatever your reason, you need an exit strategy. You've decided that leaving your current employer by quitting your job is the answer. You've done what you can to make your current job work. Maybe the lack of job fit or cultural fit is so glaring that you fear the long road to termination is about to begin.You know that your employer hates to fire employees and that the termination process is arduous and lengthy. Your employer needs to establish cause and avoids any hint ofdiscrimination. So, an exit strategy might appeal to your employer, too. No lawsuits. No acrimony. Unwanted employee gone. Get over your hesitation. An exit strategy may be the best path for both you and your employer. You're a smart employee. You can read the small signals in your workplace. You didn't get a raise. Employees are complaining about you. The one-on-one's with your manager are increasing and growing increasingly focused on performance expectations and problems. You've checked out the signs to look for when employment termination is nigh. Sample Exit Strategies You can create your own exit strategy. Ways to quit your job that will help you save face and move into a successful future include:

Search for a new job while you are still employed. Give notice when you accept a new job. Ask your employer if you can work part-time or a reduced schedule while you look for a new job. Transfer out of your current department if the company and culture are a good fit, but your immediate environment is not. Exercise this exit strategy before your relationship with your company is beyond repair.Ask your manager to discuss an exit strategy with you. No matter the reason, if your job is not working out, perhaps your organization will work with you to pave your way out the door. No hard feelings; it just didn't work out. If youre this unhappy, your company may be, too. Perhaps the company will work with you to create an exit strategy that buys out your contract or providesseverance in return for termination of the employment relationship. You can also agree, as an exit strategy, on a reasonable time to exit your company. At the end of a project, on completion of a campaign, with the hire of a new employee, and when the company experiences the loss of a customer are examples of timed occasions to implement an exit strategy. Your company no longer needs your skills, has determined that you are a poor fit, or has nothing available when a project is completed. If you agree, you can agree on an exit strategy, that again, might involve a severance package. Whatever exit strategy you pursue, time your employment termination to occur before relationships are irreparably damaged. Know more on Redeployment of HR services Often we find that companies go for redeployment of HR services. Redeployment is nothing but the procedure of finding appropriate alternative employment for an employee at risk of redundancy. Redeployment takes place when an organisation terminates you without any fault of yours then it is the sole responsibility of the company to get hold of a job for you either internal or external for you.It is generally the private or public sector organisation that the human resource department designs redeployment program that supports overall business goals as much as their employees. Redeployment therefore helps an employee to get a job to sustain in the profession.Redeployment helps to get through job either internally or externally. Thus, this is in a way beneficial to the employees to find jobs if they are not at faul R e d e p l o y m e n t The Company or organisation is committed to providing the greatest possible degree of job security and, wherever possible, to retaining the services of, and offering on-going opportunities to, current staff members.The Company or organisations policy on redeployment (refer MOPP B/11.3) comprises the fundamental principles that apply to the redeployment process, and outlines the key roles and responsibilities of staff involved in this process. The information contained on this webpage outlines the steps of the redeployment process.In accordance with the relevant enterprise agreement, the Company or organisation will provide to a staff member whose position has been declared surplus to Company or organisation operating requirements, advice detailing the options available to that staff member. These options are payment of a voluntary redundancy entitlement or participation in a redeployment process.A staff member will receive written advice of their position being made redundant. Within 20 working days of receipt of the written advice, the staff member must elect to either take the redundancy entitlement or to participate in the redeployment process. The process of redeployment will commence immediately upon notification from the staff member that they seek to be redeployed. Redeployment Process Step 1 Initiating the process

Where the staff member elects to pursue redeployment and provides written advice to the Company or organisation, the Human Resources Director will appoint a HR case manager who will arrange an initial meeting with the staff member to: explain in detail the redeployment and redundancy processes, and the roles and responsibilities of each party; advise of assistance available in the preparation of resumes and job search skills; determine redeployment preferences in order to develop a staff member profile; discuss and identify any appropriate training activities which would enhance the prospects of redeployment; and answer any questions about the procedures and process.

During this initial period the staff member is required to sign up to the online redeployment register which includes the requirement to upload a current resume. Step 2 Position search :After the commencement of the redeployment process, there will be a redeployment search period (see B/11.3.3 (e)) during which time the Company or organisation and the staff member will actively seek to locate a suitable position for the staff member. The redeployment search period will normally be 3 months for professional staff and normally 6 months for academic staff.The staff member is responsible for sourcing suitable short-term positions (less than 12 months) and should apply for the position directly (notifying the HR case manager), advising the area that they are currently seeking redeployment. Step 3 Suitable position/s located :If the HR advisor locates a position that may match the staff member's profile, all documentation including the advertisement and the position's duty statement and selection criteria, will be sent to the HR case manager for follow up. If the HR case manager determines that the position/s is not appropriate, the HR advisor will be advised.If the HR case manager determines that a position to be advertised may be appropriate for the staff member or for a number of staff members, the HR case manager will: advise the HR advisor that the recruitment process is to be suspended (see B/11.3.3 (c)); advise the staff member(s) of the suitable position and give the staff member(s) 2 working days to submit an application (addressing selection criteria where required) and resume for the position; contact the manager of the area in which the position is located (ie potential local manager) and discuss; and

send the staff member's resume and application to the potential local manager for assessment with letter explaining the redeployment process.

Step 4 Assessment by potential local manager : The potential local manager will make an assessment of the staff member's resume and application and determine the staff member's suitability for the position.If the staff member is considered potentially suitable for the position, the HR case manager will be advised and an interview will be arranged as part of the recruitment process. Where the staff member Step 5 Assessment by Human Resources Department :On receiving the written assessment from the potential local manager outlining the lack of suitability of the staff member against the position's selection criteria, the HR case manager will review such assessment to ensure suitable justification is provided.The HR case manager will: advise the staff member and the local manager of the outcome; and advise the HR advisor that the advertisement for the position can proceed.

If the written assessment does not provide sufficient justification, all relevant case documentation will be sent to the HR Director or nominee for consideration. The documentation will be reviewed by the HR Director or nominee, in relation to the staff member's suitability for the vacant position. Step 6 Assessment by Vice-Chancellor On receiving the redeployment case from the HR Director, the Vice-Chancellor will review the assessment and either confirm the potential local manager's assessment or override it. In accordance with B/11.3.3 (f), if the Vice-Chancellor determines the staff member is suitable for the vacant position, the Vice-Chancellor can override the assessment and appoint the staff member to the vacancy. The HR Director will be advised and in turn the HR case manager will advise all parties involved, of the outcome. Step 7 Appointment Should the staff member be selected for a position during the redeployment search period or appointed to a position by the Vice-Chancellor, a formal offer of appointment will be sent to the

staff member. The staff member will have 5 days to consider whether to accept or reject the formal offer of redeployment to a position. Appointment to fixed-term positions: Staff members appointed to a fixed-term position during the redeployment search period will remain on the redeployment program for the remainder of the redeployment search period. During this time the Company or organisation will continue to seek a suitable on-going position for redeployment Trial period: An offer of redeployment to a position may be made for a trial period of up to 3 months commencing from the date of redeployment into the vacant position. This period may be extended by the mutual agreement of the potential supervisor and the staff member, for example, where training/retraining is required. Formal documented assessments of the suitability of the staff member in the position will be conducted mid-way through the trial Training/retraining: A reasonable period of training/retraining will not normally be greater than 3 months. Reasonable retraining usually involves on the job training or attendance at short courses. The relinquishing cost centre will be responsible for any costs associated with training/retraining. Where training/retraining is required, it must form part of a trial period (see above). Rejection of offer: Where a staff member rejects a formal offer of appointment to a suitable position, and this rejection is determined to be unreasonable by the HR Director, the employment of the staff member will be terminated with appropriate entitlements under the redundancy provisions for involuntary redundancy of the relevant enterprise agreement less the salary paid during the redeployment search period. Step 8 End of redeployment period Where the staff member is appointed to an ongoing position during the redeployment search period, the staff member will not be entitled to any redundancy provisions. If, at the conclusion of the redeployment search period, the staff member has not been redeployed, the employment of the staff member will be terminated with appropriate entitlements under the redundancy provisions for involuntary redundancy of the relevantenterprise agreement less the salary paid during the redeployment search period.