{"id":3176,"date":"2022-05-05T08:25:16","date_gmt":"2022-05-05T08:25:16","guid":{"rendered":"https:\/\/www.newplace.ch\/?p=3176"},"modified":"2025-03-27T13:33:45","modified_gmt":"2025-03-27T13:33:45","slug":"kuendigung-aussprechen","status":"publish","type":"post","link":"https:\/\/newplace.ch\/en\/kuendigung-aussprechen\/","title":{"rendered":"Giving notice: How do I tell the employee?"},"content":{"rendered":"
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Having to tell someone that they will soon no longer have a job is probably not an easy task for most people. You are afraid of offending the other person or even triggering strong emotional reactions.
\nIdeally, the termination should not come unexpectedly for the employee concerned, but after a series of discussions in which necessary changes in behaviour, performance or organizational structures have already been discussed. However, practice shows that this is not always the case and dismissals can come as a surprise.<\/p>\n

It is therefore all the more important to give notice of termination in an empathetic but clear and fair manner - in person on site and not by telephone or video conference. As a line manager, it is also advisable to call in someone from HR for support and to prepare well both in terms of content and mentally.<\/p>\n<\/div>\n<\/div>\n

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But how do I actually tell the employee? What do I need to pay attention to and what should I avoid at all costs? How do I start such a conversation?<\/h2>\n<\/div>\n<\/div>\n
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The following procedure has proven itself in practice:<\/p>\n

Phase 1 -<\/strong>\u00a0Issuing and justifying the termination:\u00a0<\/strong>The line manager should announce the dismissal relatively quickly and directly and give brief and factual reasons. He should avoid the following mistakes: long-winded and constantly repetitive explanations, excuses and justifications, assertions that the dismissal would not have been made if he alone had to decide on it, standing exclusively on the legal position and making unnecessarily comforting and trivial remarks.<\/p>\n

Phase 2 - Catching the emotional reaction:\u00a0<\/strong>Now it is important to listen and show understanding for any emotional reactions. Many of those affected react either defensively (withdrawal), aggressively (attack), distantly (denial) or rationally (dismissal as business). Empathy and humanity are essential here.<\/p>\n

Phase 3 - Aligning for the future:<\/strong>\u00a0Show the employee what assistance is available to them during the remaining time.<\/p>\n

Phase 4 - Discussing the next steps:<\/strong>\u00a0If possible, the final step is to clarify how to organize the time until the end of employment (last working day, remaining vacations, internal and external communication, completion and handover of tasks, etc.). From a purely formal point of view, the resignation is also signed.<\/p>\n

A termination meeting is therefore not easy, and it is normal to feel uneasy, awkward or even guilty as the bearer of the news. But with good preparation, empathy and clarity, it is possible to conduct termination interviews professionally, fairly and, above all, humanely. After all, the termination is intended to end the employment relationship, not the employee's future.<\/p>\n<\/div>\n<\/div>\n

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