Separations are always difficult, as everyone knows from their private lives. It becomes problematic for companies when separation talks are conducted unprofessionally. In the digital age in which we live, people are very quick to share their experiences with others. For example, there are review portals where employees write about their companies. Of course, it spreads quickly, especially through social networks, if the handling of separations is not professional. A company is then quickly tainted with the image of treating its employees inhumanely. One consequence can be that it becomes more difficult to find good and motivated new employees in future.

Another problem is the potential economic impact. It can be assumed that people who feel unfairly treated are much more likely to sue the company. This risk can be reduced to almost zero with professional severance management. In the case of major waves of redundancies, on the other hand, it is incredibly important to inform the workforce openly about the plans from the outset in order to minimise uncertainty for all employees - including those who remain. This is an extensive process that only ends with the aftercare of the people who lose their jobs. In a phase of change that is associated with painful cuts, this often fails to materialise.

In the case of individual separations, when things don't go well with an employee, it is important to treat the person concerned respectfully as a human being. This not only prevents legal disputes, but also ensures that the motivation and loyalty of the remaining colleagues does not suffer. After all, everyone sees how those responsible resolve such situations or conflicts. If this is handled professionally, word will naturally spread positively for the benefit of the company. In the case of major restructuring, a sensibly organised process also brings better results for both sides.

Basically, it can be said that nobody likes to have unpleasant conversations - and separation talks fall into this category. The problem is that most managers didn't become managers to have these conversations. Rather, they have taken on the job to build things up and move things forward. We sometimes deal with people who have only been hiring for decades. Then they suddenly find themselves in a new situation that they have never dealt with before. That's why they find it so difficult to act professionally in the event of a separation.

Managers often need support themselves in the area of separation and change management, which we offer through training courses and seminars, for example. Among other things, we use role plays to practise how to conduct a humane and respectful conversation despite the difficult message. In practice, it has been shown that ill-prepared managers either deliver the separation message harshly and abruptly out of insecurity or talk around the actual topic for so long. As a result, the person concerned barely understands the core of the message. A conversation then threatens to escalate quickly. This is why it is so important to simulate such situations with practical exercises. All the companies we work with confirm this.

Sometimes it is also advisable to consult a neutral third party in close consultation with those affected. This person can dampen emotions and look at the whole thing without being personally affected. This usually leads to a more objective view of the entire process. In addition, the employee can be shown better perspectives and opportunities. In the charged atmosphere of a separation, this is often neglected without external help.