Separating from an employee is always a challenging task for all parties: for the person concerned first, but also for the company and not least for the remaining employees. Our separation expert Reto Smonig gives us a personal insight into why a good separation culture in the company is so important.
How do you actually become a separation expert?
My CV includes various career reorientations and I know all the feelings associated with them from my own experience. As a former HR manager in an international mechanical engineering company, I have personally experienced many separation stories. These experiences flow into my work.
What do you observe: How can separations be as constructive as possible?
As honest, open and transparent as possible. The reason for the separation must be communicated clearly and comprehensibly. Support services can help with this. Companies with 250 or more employees are obliged to have a social plan that regulates the redundancy process. A much-appreciated and good option is also to make the person affected an offer of professional reorientation. No matter how well and gently you do it, every dismissal, whether understandable or not, leaves its mark on the employee. Questions such as "Why me?", "I'm not good enough!" arise. If you don't leave a dismissed employee alone during this phase of self-doubt, new opportunities open up.
What could that mean in concrete terms?
At this point, the company is no longer able to perform the neutral function of support. Neutral persons could come into play here to absorb the emotions in the separation phase.
What are your experiences on the employer side? What triggers separations in companies?
I have observed that every dismissal - whether of one or more people - is like open-heart surgery. Employees are a company's most important resource. That's why every separation is painful - even for employers. Today, no company can guarantee job security, but as an organization it can guarantee that separations are socially acceptable, transparent and respectful. A well-coordinated separation process is part of a good corporate culture and minimizes reputational risks. It is part of everyday business life to recruit people, to develop them and to part ways again at some point, whether voluntarily or involuntarily.
Are there any other aspects that you think are often forgotten in break-ups?
Yes, the "survivors" in the team are just as important. Poorly staged separations always have serious consequences for the workforce. A feeling of insecurity can spread. "Why him?", "Am I next?", "Is the company not doing well?". Proactive support from managers is immensely important here, as they share responsibility. Even now, in this pandemic, all opportunities for dialog must be used as much as possible. I am convinced that the right and appreciative support for these processes can open up new opportunities for everyone involved. New horizons can be opened up and new perspectives gained. After all, separation management is not least an indicator of corporate culture. Separation can therefore be a win-win situation.
This article by our newplace expert Reto Smonig was published in the member magazine "Zentralinfo" in June 2021 of the Chamber of Commerce and Industry of Central Switzerland IHZ
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