The advantages of appreciative separation management

Separation management: four building blocks of a fair separation

Traditionally, separation management is understood to mean everything that companies can do in terms of a fair and professional separation culture when they want to proactively separate from employees. Depending on the initial situation, this may include an appreciative severance meeting as an introduction, sometimes also a severance payment of an appropriate amount, advice on career reorientation and a prompt agreement.

1. Building block: Talking about the separation in an appreciative manner

For many HR professionals, severance meetings are one of the most unpleasant challenges. The far-reaching significance of the conversation for the employee puts a strain on both sides. HR professionals sometimes try to take the sting out of the message by conducting the conversation in a particularly empathetic manner. In reality, this is not always beneficial for the recipient.

From the employee's perspective, a dismissal is an extreme situation. He or she therefore wants to know above all why he or she has been dismissed, why a relationship that has provided support and meaning for many years has been involuntarily terminated. It creates clarity and appreciation when HR managers or executives openly and transparently explain why exactly this employee is being dismissed.

But it's not just about the people who have to leave a company: Transparent communication and fair treatment in the severance interview are also the best ways to avoid a bad atmosphere in the company, to avoid upsetting other employees and to prevent negative reviews on rating portals.

Of course, empathy is nevertheless important in such critical interview situations. People experience a sympathetic approach more positively than rational coldness. You can therefore make break-up conversations productive for both sides if you remain objective on the content level and at the same time act with understanding and empathy on the relationship level.

2. Building block: flanking break-ups with coaching and workshops

Dismissals are often a shock. Those affected often have to completely reorganize their lives. Self-esteem is severely affected. Many questions arise: How do I tell my partner, my children, my friends? How do I get out of this?"

These questions cannot be answered quickly. However, there is an answer to how companies can strengthen their employer brand in this situation by offering concrete help: Where possible, flank redundancies with offers of coaching and workshops. These can be personal coaching sessions for reorientation or workshops on job application training - whatever is needed. If you don't leave your employees out in the cold after they have been made redundant, you can expect more understanding. And that former employees will talk about the company as a fair employer despite all their disappointment and worries.

3rd building block: setting severance payments with a sense of proportion

There is no question that money also plays a major role in the separation process. Employees want to leave the company with a severance package that is perceived as fair. What is considered fair is sometimes a matter of dispute. Ideally, the severance payment should be neither too stingy nor too lavish. Clearly inadequate severance payments leave a bad taste in the mouth and generate bad word of mouth - both inside and outside the company. If colleagues are paid off cheaply, this also creates rifts in the remaining workforce.

Several payouts that are set too high are also counterproductive. However, less so for the dismissed employees. High severance payments demotivate or annoy employees in particular, who, for example, have to work under the difficult conditions of restructuring or restructuring to pull the coals out of the fire for the company.

4th building block: Tough decisions and a value-oriented approach are not contradictory

Some managers see no room for values or corporate culture, especially during restructuring phases. But this falls short. Tough decisions and a value-oriented approach are not contradictory. Ideally, they go hand in hand.

One example: In restructuring projects, grievances are often uncovered. How do you deal with this? Do you look for the guilty parties and dismiss them to make an example? To make it clear which behaviors are no longer desirable? That would be counterproductive. This approach spreads fear, but does not provide a meaningful perspective. It lacks the positive formulation of behavioural and attitudinal goals that are judged to be goal-oriented.

In contrast, if you address grievances systemically and develop a future-oriented learning and leadership culture with those involved, you create orientation and mobilize energy for the ailing company. At the same time, you will strengthen the loyalty of the employees remaining in the company.
 

Professional separation management when employees leave

Even if the employee wants to leave, a fair separation process can avoid conflicts. A comprehensive handover to the successor or the team, the right time to leave, leave of absence or work until the last day and the farewell itself are aspects that professional separation management regulates in the interests of both sides. A constructive exit discussion or an exit interview are opportunities to better understand the motivation of those leaving.

In any case, open and honest communication is essential for a fair separation process. Both sides should tell each other where they stand and why a future together is no longer possible. Only then will the company be perceived as a trustworthy employer, and only then will the employee look back on this stage of their professional life without anger.

Injustice has a negative impact on employer image and commitment

Both sides can also benefit from an employee-initiated separation if it is structured constructively. The employer can listen to the reasons for the dismissal, assess and evaluate them. They can draw conclusions for the working methods and culture in the company so that other employees don't go down the same path, but want to stay.

In both cases, the following applies: it must be fair. Reviews on rating portals clearly show that German employees are convinced of fairness standards. If the company violates them, this has consequences for the employer image and not least for the commitment of the remaining employees.

If you would like to know more: Feel free to contact us at any time! We can help you find the most suitable candidates for the development of an appreciative separation management system.