Employee management | Dismissal

Eeny, meeny, miny, moe - you're out. Dos & Don'ts in separation processes.

From Dr Julia Friemel and Sabine Walter,

We call her Monika. Monika was employed in a company for over twenty years. She was committed. She never received bad feedback on her work. Then - ene, mene, moo - the letter came. Unannounced. Monika requested an interview. Nothing. No one wanted to explain it to her. Monika's annoyance grew. Twenty years of good work and then this? Monika looked for a lawyer, she sued and won. The result: a broken relationship, a bad employer image, immense legal costs, a high severance payment.

Termination and separation processes are a great challenge for all involved. Often the separation talks with the employees concerned are very emotional compared to other talks. Also, the severity of the reactions is often not calculable in advance. This leads to these talks being delayed, insufficiently prepared - or as in Monika's case - not held at all.

Terminate professionally

Separation talks must be well prepared

The employee often experiences the separation as a break in professional continuity, as a career break, as a disruption in his or her life, as a failure or personal failure. It is therefore all the more important that the separation is well prepared and that the conversation is conducted calmly.

We see it time and again that managers think that the dismissal of a single person does not affect the environment. This is a fallacy. This is because the separation usually affects far more people than the parties directly connected by employment contract. And so a large number of people will always hear about it if a separation process is experienced as unjustified, unfair, not respectful or poorly organised. The mood in the company is negatively and lastingly affected. The motivation and productivity of those who remain decreases, and the employer's image on the market is damaged. 

While companies should have the goal of carrying out a separation without delays, hassle, labour court, damage to image and cost explosion if possible, those affected by the separation, on the other hand, usually want to save face throughout the separation process, financial compensation and a job with prospects. An appreciative and fair separation process should take into account the needs of both the employer and the employee. 

A good separation culture as an opportunity for companies and employees

A good separation culture therefore does not mean that there should be no separations. Rather, it means that through a thoughtful separation process, risks associated with separation can be minimised on both sides of the negotiating table. After all, staff reductions also open up opportunities for the company and its remaining employees. For example, new staff structures can lead to an improvement in performance motivation, a decrease in sick leave, an increase in the willingness to innovate and change, or better teamwork.

Below are some things that you should definitely consider in the separation process:

• Familiarise yourself in advance with the legal, organisational and interpersonal side of separations in working life.
• Coordinate the contents of the discussion with all those involved in the separation process before the discussion in order to speak with "one voice" in the company. 
• Define a separation package in advance, which you will offer during the meeting.
• Conduct the talks according to a reliable structure. Keep this structure as the framework for the conversation; no matter what.
• Communicate in an understandable way to gain acceptance for the separation from stakeholders and staff.

It often happens that the employees affected by the separation talk very react emotionally. You should show understanding and leave some space for these emotions. If it is appropriate, you can also take a short break during the meeting. In terms of content, however, you lead the conversation until the end. At the end of the meeting, discuss with the employee how to get home safely.

Also make sure that the separation is organised in such a way that the tasks and documents are handed over properly and the successor is also made familiar with the non-documented special features of the work area.

Regardless of what the cause of separation is, the company should give the give departing staff space to say goodbye to people, places and tasks appropriately.

If Monika's company had only considered some of the aforementioned points, the emotional break caused by this separation in Monika's life would have been less. Above all, however, the financial damage and the damage to Monika's image could have been avoided.