I recently had the privilege of engaging in a meaningful conversation with an associate partner who was leaving McKinsey after eight years. Having been his professional development manager when he started, and now, in my role within the alumni function, wishing him well as he transitions to becoming a McKinsey alum, I’ve seen the importance of providing support during the departure phase in the employee life cycle.
At McKinsey, we view the departure and alumni stage not as an end but as an opportunity—a true continuation of the people promise we make when someone joins the firm. Our alumni network, one of the strongest globally with nearly 60,000 members, stays connected through events, insights, continuous learning, access to professional opportunities, and even by hiring McKinsey talent or becoming clients. This reflects our belief in the value of continuous engagement and support throughout an individual’s career, whether they are a future employee, current employee, or an alum.
Supporting an employee’s career growth—or, oftentimes, nonlinear career path—even after they’ve left an organization, is key; it’s about facilitating a smooth transition and backing them as they step into the next phase of their career and leadership journey. Time Magazine recently lauded McKinsey as the top company for cultivating future leaders, emphasizing that success can be achieved both within and beyond the organization. Our thriving alumni community includes nearly 1,000 CEOs or C-suite leaders, and 30 percent of our alumni have gone on to found their own companies.
Whether you already have a robust alumni program or are considering starting one, here are some dos and tips for living the full people life cycle at your organization:
Do:
1. Make departures a part of the employee life cycle and experience
Consider providing access to new external job opportunities and career transition resources. Encourage your alumni to get involved. Over 50 percent of our job postings come from alumni looking to hire other alumni.
2. Be creative with the employee career journey
Provide employees with growth opportunities through external experience, rotational programs across locations, and secondments within or outside the organization, all aimed at cultivating stronger leaders for the company’s future.
3. Use data and metrics to measure insights and trends across the entire life cycle
Implement regular pulse surveys, identify brand ambassadors, and track advancement trends to understand and improve employee engagement.
4. Ask for and give feedback early and often
Reframe how you think about an employee departing your organization; strike separation from your vocabulary.
5. Make a people promise
Support and develop employees from the moment they are interviewed, through their career journey as alumni.
6. Remember the power of a boomerang
Support employees’ growth—even if it leads them outside the firm—by viewing leadership development as an ongoing journey. Leverage data, insights, and technology to stay connected, reinforcing ties back to the organization. Former employees can bring significant value: they may refer top talent, become valued clients or customers, or return to the firm in new roles enriched by the diverse experience they gained as alumni.
The benefits of investing in an alumni program
Investing in an alumni program brings numerous benefits, enhancing engagement and success, which in turn can boost overall culture, performance, and long-term success. McKinsey’s strengths-based approach, paired with our robust alumni network, demonstrates our commitment to supporting our people throughout their entire professional life cycle.
Maintaining support for alumni in their professional journeys fosters an enduring, mutually beneficial relationship. According to alumni management software provider EnterpriseAlumni, 83 percent of respondents in an alumni network said they would engage in business with their former employer, and 79 percent would refer business to them. During a recent global McKinsey alumni webcast focused on “engaging with executive search firms to further professional success,” an impressive 97 percent of attendees reported feeling more connected to the firm, appreciating the updates on our offerings. One attendee shared, “I continue to be amazed and delighted that McKinsey invests the time and resources to provide opportunities like this.”
Impact comes full circle
Impact can come full circle if you invest and believe in the full employee life cycle. So, continue your commitment and promise to people, even as alumni. Make sure your actions reflect this commitment and recognize that careers are not linear; supporting individuals at all stages of their life cycle fosters a stronger, more successful network.
By embracing the full employee life cycle, organizations can foster a culture of continuous growth and support, ensuring that every individual feels valued and empowered to reach their full potential.