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Introduction: To paraphrase a saying: successful people management is similar, while failures have their own unique problems. This has been true throughout history. Employees come and go, but how a company treats departing employees reveals its management culture and future prospects.

Main Text: Recently, while studying the Romance of the Three Kingdoms, I was deeply moved.

In the chapter "Sealing the Seal and Returning the Gold," Guan Yu, who was "in Cao camp but with his heart in Han," honored his agreement with Cao Cao: once he learned of Liu Bei's whereabouts, he would leave to find him, thus deciding to resign from Cao Cao's service.

Cao Cao, who valued talent above all, was reluctant to let go of a man he had worked hard to win over. Not only had he gifted Guan Yu a battle robe and a horse, but letting Guan Yu leave could also mean nurturing a future competitor. Yet, with far-sighted vision, despite his subordinates urging him to pursue or even capture Guan Yu, Cao Cao kept his promise and let him go, even personally seeing him off.

Later events proved that Cao Cao's appreciation for talent, his respect for integrity, and his adherence to promises were far-sighted. This is why, in the "Battle of Red Cliffs," when Cao Cao was defeated and fled through Huarong Road, Guan Yu, remembering past kindness, let him pass—a moving scene.

In fact, Cao Cao was a true master of using people.

First, Cao Cao recognized talent. Heroes appreciate each other. Faced with Guan Yu, who was loyal, righteous, and exceptionally capable, Cao Cao sincerely admired him and tried every means to recruit him.

Second, Cao Cao cherished talent. When Guan Yu was in dire straits, Cao Cao's subordinate Zhang Liao persuaded him to surrender. Guan Yu set conditions that were almost harsh: "I surrender to Han, not to Cao; treat my sisters-in-law according to the rank of the emperor's uncle; and once I learn of my brother's whereabouts, I will go to him." Yet Cao Cao agreed and even gifted him the Red Hare horse.

Third, Cao Cao valued talent. After Guan Yu killed Yan Liang and Wen Chou, Cao Cao immediately memorialized Emperor Xian and conferred on him the title "Marquis of Hanshou Pavilion," demonstrating his high regard for talent.

Fourth, Cao Cao treasured talent. When Cao Cao failed to retain Guan Yu despite all efforts, he ignored his subordinates' advice to kill or capture him, and instead, following the "labor agreement," decided to let him go, showing his appreciation and doing Guan Yu a great favor.

Cao Cao is a controversial figure in history—some call him a "hero," others "cunning and ruthless." But he was also a true "entrepreneur." Through his "poetry" corporate culture, he danced and resonated with his employees, emphasizing integrity, recognizing and cherishing talent, and focusing on team morale. Especially his generous treatment of departing subordinates is something many companies today should learn from.

First, companies should be honest with departing employees. Why do some companies and employees slander each other once they part ways? This is a lose-lose outcome, benefiting no one. Therefore, employees should adhere to professional ethics and avoid short-sighted market behaviors. Companies, on the other hand, should treat departing employees with integrity, strictly or even leniently following the employment agreement, and not deduct wages, bonuses, or travel expenses over trivial matters. For minor mistakes, they might even let it slide—who knows, there may be future cooperation opportunities. There's no need to make enemies. After all, the reputation of departing employees in the industry is also important.

Second, for exceptionally capable employees that your "cage" cannot contain, it's better to let them go generously. A forced stay will only make them unhappy and unproductive. Instead, be generous and let them perch on a higher branch. At the same time, honor your commitments publicly so they remember you. Who knows, they might one day repay the company. Why not? Moreover, a modern enterprise should adopt the principle that talent is "for use, not for ownership." If employees go to higher platforms to broaden their horizons, and you maintain close contact after they leave, they might bring inspiration, help, or even cooperation opportunities.

Third, acknowledge the achievements of departing employees. Many companies often use departing employees as negative examples to warn current staff. What was a normal resignation becomes a "firing," erasing past contributions and labeling the person as "incompetent." Companies need not do this. If, after an employee leaves, the company instead acknowledges their contributions, character, or abilities, the employee will likely never forget it. Naturally, they will speak well of the company outside.

In summary, the camp is iron, but soldiers come and go. Employee turnover is normal. Only when companies have a broad heart and treat departing employees with kindness and generosity will employees respond with gratitude and remember old ties, like Guan Yu, seeking opportunities to repay the company. Only then can companies enjoy the success and joy of "giving roses to others, leaving fragrance on your hands."

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