Your company needs a process for off boarding employees gracefully.

When I left my job at XYZ company to help create a tech startup in New York,LA 19 years ago, I had no intention of returning. I had loved the job but was moving on to other opportunities. At a farewell lunch with my team at a local restaurant, we were all surprised and admittedly a little tense when the CEO walked in and asked to say a few words. He explained that he wanted to personally thank me for the work I’d done and told me I had an open invitation to come back to the company if things didn’t work out. Then he reached into his jacket pocket, handed me a one-way airline ticket from Portland back to Salt Lake City, and said “I mean it.”

The encounter was unexpected — I hadn’t interacted much with the CEO during my years at XYZ company — but it left an indelible mark. I didn’t end up using that return ticket, but when he called me two and a half years later, just as the startup I had joined was taking off, I listened. And, when he offered me the position held by my previous leader, I took him up on it.

As important as onboarding and building loyalty is, we need to devote similar energy to what we do when employees leave. It can be easy to sign off people who are departing, but there are many reasons to instead appreciate and support them.

First, as my story shows, rehiring is a practical and often smart option. Companies who bring back former employees profit from their deep knowledge with culture and processes, saving the expense of having to train an entirely new hire (at a cost of as much as six to nine months of the departing person’s salary). The rehire also brings with them the experience, expertise, and contacts they have gained while away. When I returned to XYZ company, for example, I found the lessons I had learned building a successful startup helped me considerably in my new, broader role. And it’s been exciting to watch other returning employees come back better than they were when they left.

Here are a few ways to better offboard valuable employees:

Really listen

When someone tells you they are quiting, listen to what they have to say about why. Respect the fact that they’ve initiated this difficult conversation and are sharing the reasons for this potentially disruptive change to their life. Are they quitting their job, team, or manager; or are they leaving for the opportunity? You might discover there are issues about which you were previously unaware, and, while this conversation may have come too delayed to keep this particular employee from quitting, you may be able to improve the workplace — and retention — for remaining employees.

Show appreciation

You want to have a candid, honest, and friendly conversation with a departing employee. This is your opportunity to call out specific ways the person has contributed to the team and your company’s success and to point out talents and abilities that they might not have noticed themselves but will serve them well in their new job. Think of this as a goodbye gift.

Stay in touch

Your efforts shouldn’t stop after an employee walks out the door. Keep in contact. Drop them the occasional line asking how they are. If you see them at industry events, or on social media, reach out. If you happen to tour their new city, offer to take them to lunch. These kinds of touch points show that even when they’re off the payroll, they’re still a valued member of the company’s extended community. It’s another chance to show genuine caring.

A few years ago, I was able to put this learning into practice. When a talented director on my team let me know he was leaving, I was dismayed. But I understood the value of the career choice he was making and thanked him for what he had done for us. I made sure he knew the door was open for him to return but that I supported his growth and development even if he never chose to do so. Interestingly, he just reached out to me a couple of months ago to see if there was a spot back on our team.

We all know how important it is to show employees that they are valued. But more companies and managers should extend that gratitude to people long past their last day of work. When you give offboarding the same care and consideration as onboarding, your team and organization are better positioned to thrive.