Managing departures in service SMEs: HR case study

This service SME employs 178 staff members and generates revenue exceeding 5 million euros. The company has developed recognized expertise in its sector, relying on specialized technical skills and industry-specific business processes.

The management team consists of a founder with natural leadership who favors analytical approaches, accompanied by two deputies with complementary profiles: one highly engaged and participative, the other more reserved but professional. This structure enables balanced decision-making.

The company is experiencing a phase of stable growth, but this success partly depends on key employees whose expertise is difficult to replace. The question of knowledge transfer becomes crucial.

The company must simultaneously manage two types of departures with distinct stakes. On one hand, an essential employee announces their resignation with only one month's notice, having found an opportunity elsewhere. This situation requires crisis management to avoid business continuity disruption.

On the other hand, an experienced employee is preparing their retirement departure in three months. Although predictable, this departure represents a loss of unique expertise on critical company processes. The longer timeframe allows for a structured knowledge transfer approach.

These two situations challenge the overall HR strategy: how to anticipate departures, capitalize on knowledge, and maintain operational performance while preserving the engagement of remaining teams?

Operational continuity represents the major immediate challenge. Each departure risks creating dysfunctions in the value chain, particularly critical in services where client relationships are paramount. The loss of know-how can affect service quality and the company's reputation.

Beyond urgency, these departures reveal deeper strategic stakes. Talent management, succession planning, and process formalization become essential. The company must rethink its organization to reduce dependency on individuals.

Finally, the impact on workplace climate requires particular attention. Remaining employees may worry about additional workload or question their own future in the company. Transparent communication and support measures are indispensable.

This case study targets students in management, human resources or business administration master's programs. It provides concrete understanding of HR challenges in medium-sized enterprises, between startups and large corporations. The moderate complexity makes the scenario accessible while addressing real business issues.

Instructors will find support material to illustrate theoretical concepts of talent management, succession planning and transition management. The simulation promotes learning through action and develops professional reflexes for future managers.