In two recent articles, Michael Hasler, Managing Director of newplace AG, sheds light on how people emotionally process dismissals and what responsibility companies bear in this sensitive phase. He describes the "rollercoaster ride" of shock, grief, uncertainty and self-doubt and emphasizes that time, understanding and targeted support are crucial in order to come to terms with what has happened.
Support instead of actionism: what helps those affected
After a dismissal, two reactions are particularly unfavorable: blind actionism and trying to cope with the situation alone. It makes sense to involve professional help and the private environment in order to get out of the victim role and focus on performance, experience and skills again. This also works in the application process - not least in non-verbal communication.
Networking is key - for everyone, especially for managers
Michael Hasler emphasizes the central role of sustainable relationships: Networking differentiates, especially in times when standardized and AI-supported applications are often similar. His recommendation: make at least two new contacts every year and actively cultivate them. For managers, the loss of functional networks after a termination is particularly drastic, which is why the job search often takes longer.
Separation culture with an impact on reputation
It is not the termination itself that is hurtful, but like it takes place. Companies benefit from clear values in separation processes - transparency, appreciation and good communication - because they protect culture and reputation and also have an internal impact. Examples of unfortunate timing show how strongly details are perceived.
You can find the full interviews here:
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