The employee lifecycle is a model that describes an individual’s various stages while working with an organisation. This process starts from the initial attraction to the organisation until their exit (retirement, resignation, or dismissal) (Gürler, Polat and Özdemir, 2022). Hiring in organisations undergo attraction and recruitment, onboarding, development and performance, retention and engagement, and separation or exit stages (Gladka, Fedorova and Dohadailo, 2022). This continuous cycle ensures organisations aim to have a positive reputation that attracts new candidates. At each stage, people practices (HR activities) are crucial to ensuring a positive employee experience and driving the workforce that fits with organisational goals.
During the recruitment stage, people practice professionals focus on employer branding, sourcing candidates, selection, and hiring (GOV.UK, 2024). They act as talent attractors and assessors. Unilever’s HR team, for example, builds an employer brand by promoting its values and career opportunities, positioning Unilever as an employer of choice (CIPD Factsheet, 2024). This approach widens the talent pool and improves cultural fit. Professionals design inclusive recruitment processes, including unbiased job descriptions and fair selection methods like application forms, tests, and interviews (Gladka, Fedorova and Dohadailo, 2022). Unilever uses AI-driven assessment tools and structured interviews to evaluate candidates against job-relevant criteria (Marr, 2018). Managing candidate experience supports Unilever’s respectful and transparent culture through communication and feedback. Effective recruitment ensures the right people with the necessary competencies and shared values join the organisation, reducing future issues. Onboarding integrates new hires via orientation programs and early training.
The development stage covers the entire period of employment to focus on growth, performance, and career progression. People practitioners become performance enablers, trainers, and career coaches (Gladka, Fedorova and Dohadailo, 2022). They design performance management systems linking individual and organisational goals. Unilever HR Business Partners collaborate with line managers to create personal development plans. This identifies the paths through training programs, technical skill courses, leadership development, or mentoring schemes (Unilever.com, 2022). This fulfils development needs and boosts retention. Practitioners act as guardians of engagement, using surveys to advise on interventions. Managing reward and recognition through compensation, benefits, and promotions becomes part of the growth of employees in their profession. Unilever supports well-being through health and flexible working programs to maintain satisfaction.
At the separation stage, an employee exits the organisation. Managing separations professionally protects the employer’s brand and morale (Njagi and Munyiri, 2014). HR handles exit administratively, processing resignation letters and exit checklists while ensuring compliance with non-disclosure agreements and final payments (ACAS, 2025). Unilever conducts exit interviews to gather feedback for improvement, such as addressing limited advancement opportunities. For retirement, discussing retirement options or knowledge transfer occurs. HR ensures fairness, legal compliance, and dignity during involuntary separations, supporting career counselling. Maintaining relations, as Unilever does, can lead to rehires or brand advocates. This exit stage completes the lifecycle to initiate another new attraction stage for new talent.
References
GOV.UK (2024). Recruitment and selection procedure. [online] GOV.UK. Available at: https://www.gov.uk/government/publications/recruitment-and-selection-procedure/recruitment-and-selection-procedure. Gürler, G., Polat, F.B. and Özdemir, Y. (2022). A proposal of employee life cycle within the context of individual and organization. [online] ResearchGate. Available at: https://www.researchgate.net/publication/370592338_A_Proposal_of_Employee_Life_Cycle_within_the_Context_of_Individual_and_Organization. Gladka, O., Fedorova, V. and Dohadailo, Y. (2022). Development of conceptual bases of the employee life cycle within an organization. Business: Theory and Practice, [online] 23(1), pp.39–52. Available at: https://www.researchgate.net/publication/358411762_Development_of_conceptual_bases_of_the_employee_life_cycle_within_an_organization. Njagi, S. and Munyiri, I. (2014). A critical analysis of the employees separation management procedures with regard to organizational stability. Online), [online] 5(18). Available at: https://core.ac.uk/download/pdf/234635893.pdf. ACAS (2025). Consulting on changes to your employment contract: Making changes to your employment contract – advice for employees - Acas. [online] www.acas.org.uk. Available at: https://www.acas.org.uk/changing-an-employment-contract/advice-for-employees/consulting-on-changes-to-your-employment-contract.
