Sam*, a PR manager from Cambridge, has bagged himself a new job. He’s looking forward to starting…in two months’ time.
The 25-year-old is one-month into a three-month notice period, something that’s increasingly becoming the norm for younger workers in the UK.
‘I don’t manage anyone and I share my clients with someone else on the team,’ he tells Metro. ‘It’s my first job out of uni – I’m ready to leave.’
Feeling demotivated and frustrated, Sam has spent recent work from home days ‘putting on a wash, watching Celebrity Traitors, and periodically wiggling the mouse’. He’s not alone.
Lengthy notice periods are on the up, with the sheer quantity of jobs insisting on a three-month rule increasing by 8% in the last decade, according to research by Clover HR.
Senior positions still have the longest notice periods, but the study found the employement handcuffs are increasingly being put on those in more junior roles, too.
Reddit is full of disgruntled UK employees asking why they have to wait a quarter of a year to leave an entry level or non-management job.
And a separate study from Incomes Data Research found only 10% of employers follow the statutary minimum of one week’s notice for employees who are resigning.
In many ways, it’s the professional equivalent of breaking up with a partner, and then having to wait for them to move their stuff out while your landlord sorts out a new tenant. And it’s impacting workplace morale.
‘It sows seeds of frustration or dissatisfaction’
So, why do some companies include a three-month notice period in the contract, even for employees who are pretty junior?
As executive coach Beth Hope tells Metro, the biggest reason is continuity.
She says: ‘It gives a company time to feel like they’re not scrambling, and especially time to replace the employee if they’re going to backfill the role with the right person, rather than hire someone who leaves instantly and all their work gets either lost, dropped or shoved onto their colleagues.’
Beth also believes that there’s still a slight hangover from the so-called ‘Great Resignation’ period – AKA, the immediate aftermath of the pandemic that led many to quit their jobs in search of more fulfilling work.
In her view, some companies might feel burned by this, and will use a longer notice period as a slight ‘deterrent’ for employees who favour ‘quick exits.’
‘It makes retention numbers look a little better without such a high turnover,’ she says.
‘Now, I think if you feel you have to do that as a company to keep people, you definitely need to work on your culture, because if people want to stay there, they will. If they want to leave, let them leave with grace.’
One saving grace of a long notice period is that you’ll be entitled to a larger redundancy package, should that happen.
That aside, Beth personally doesn’t see the benefit in a three-month notice period for junior roles – but also more senior ones, labelling this gap as ‘performative rather than functional.’
She adds: ‘People want to leave, obviously, because they’ve handed in their notice. If we’re keeping them without purpose, without a plan, they’re just going to build resentment. From an employer perspective, it also risks them sowing seeds of frustration or dissatisfaction among the team.
‘By the time that three months have ended, you’ve now got an entire team who are frustrated, whereas beforehand, you just had one person who was excited about their new opportunity. But because you’ve kept them stuck, it’s all crumbled around you. It’s something to be very mindful of.’
Likewise, an employee who is waiting for their notice period to be over might not feel ‘engaged’ in the company’s strategy – which will, no doubt, have a direct impact on productivity levels. What’s the point in getting everything done when you know you’ll be out of there soon?
That said, Beth does feel that the three-month notice period can work – but only if there’s a ‘clear function’ for this time.
‘I don’t think we should be wedded to the exact number of months of a notice period. If you can achieve all that you need to in half the time, then employers can pay them out the other half, wish them well, and part as friends,’ she says.
‘If you make a really clear handover period, that employee can be made almost into a mentor and upskiller, giving them a purpose. They’re also increasing their skills, so it’s like a nice parting gift.’
Are notice periods always final?
With that in mind, while any notice period might feel set in stone, there’s sometimes room for negotiation.
Beth explains that, anecdotally, the ‘majority’ of people she works with don’t work their full notice, and sometimes get it paid out to them – especially if they’re going to a direct competitor, in which case, employees will generally be put on gardening leave.
‘The company needs to protect data and clients, so it depends on who you’re going to work for, and that’s down to discretion,’ she says, noting that a company shouldn’t be put off by hiring someone with a longer notice period.
If that seems to be an issue, then you can consider that a red flag,’ she says.
‘Before you hand in your notice, you should have your handover written up, including the day-to-day roles you do, any big projects you’ve got coming up, and key dates. It’s also best practice to check that the job description for your role still feels relevant.
‘If not, then tweak that, and then hand that in with your notice.’
Critically, it’s all about negotiation, and coming at it with a full plan shows ‘good grace,’ as it actively demonstrates that you’d like to leave things on a positive note.
So, if you’re already resenting working your lengthy notice period, know this: the situation might not be as finite as it appears on paper.
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