A termination is never an easy step for either the employee or the employer. However, there are many actions that can be taken to ensure a respectful transition for the person being laid off and the preservation of the company’s reputation in the marketplace.
The recent crises have shown that we must all keep in mind that there is a human being behind every decision we make. Companies now have the opportunity (and perhaps more so, the duty) to reflect on their actions and intensify their “care” for departing employees and maintain a healthy relationship. Offering an outplacement service in line with these changes requires an understanding of new organizational needs, constant monitoring of market trends, but also an identification of changing employee preferences.
The traditional model where the employee is chained to his desk from 8:00 am to 6:00 pm is running out of steam and with it all current business practices. The so-called “gig economy”, the economy of small jobs, remote workers, freelancers and those with flexible working hours, is taking hold. This new trend has a profound impact on companies and HR departments. To maintain performance and attract top talent, HR must redouble its efforts to change the way it attracts and retains employees throughout the employment lifecycle. And when it comes to internal mobility, layoffs or restructuring, these challenges are all the more important as corporate reputation and brand are more than sensitive and need to be protected in the era of social networks.
Terminating an employment contract
One of the biggest consequences of a “poorly done” termination is, understandably, angry former employees who can tarnish your reputation. People naturally speak out to their friends and family. However, they may go further, posting nasty reviews on Glassdoor or social media, which will result in more lasting damage.
Over the years, Jobprofile has collected testimonials from professionals about their experiences with this issue. Most of them are negative: being treated like a pariah, not getting paid on time or at all, problems with overtime or vacation compensation, difficulties in getting a quality work certificate, being forced to hire an attorney, trouble with the last salary or bonus, and the list goes on. Generally, most of these inconveniences are more or less well tolerated by people. What is not, however, is the way the termination is handled and the experience felt: a sense of betrayal and disrespect.
Ending an employment relationship in a negative way is totally outdated and unethical. The termination of an employee’s contract should never be synonymous with the end of a relationship with the company. On the contrary, one of the most powerful and compelling ways to inspire engagement within the organization is to maintain a healthy relationship with departed employees.
How do you ensure you achieve this dual goal of restructuring and protecting your reputation? While there is no one-size-fits-all solution, here are some suggestions you can consider as a starting point.
1. Transparency and management recognition
Management needs to be crystal clear about its need to deal with the unexpected and the fact that it doesn’t have all the answers. We all need to be as honest as possible. In this situation, everyone appreciates transparency. Saying, “We don’t know yet, but we’ll get back to you as soon as we can” is a great way to build trust and commitment. During this difficult time, employees need to feel that the company is on their side and will give them enough notice to prepare for an alternative if necessary.
2. Caring Transition Support
More and more professionals understand the importance of outplacement and career coaching services. These services are no longer reserved exclusively for managers. Every departing employee should have the opportunity to enter the job market with peace of mind. Organizations can choose to provide support if they have no choice but to make layoffs and allow former employees to bounce back more quickly. This type of service should not be left until the last minute. It’s about people and empathy. Remind your employees of their added value and contribution to your company and be compassionate in planning, communicating the news and providing support. This will help minimize their bitterness and avoid tarnishing your reputation. In addition, such a posture will ensure that you keep them as quality ambassadors of your network and, who knows, maybe even hire them back when the best days come.
3. Public service and unemployment
Many companies believe that public unemployment services are sufficient for their ex-employees and that additional support such as outplacement and coaching is unnecessary. Since 2002, Jobprofile has been working in collaboration with the ORP / RAV / URC, building a solid partnership based on trust to support the unemployed. There is no doubt that this is an excellent starting point for all those facing unemployment. We can only be grateful that we have such a good service in Switzerland.
Nevertheless, it is important not to misunderstand because we are not talking about the same kind of services at all. The placement office (ORP / RAV / URC, Job Center, Pôle emploi) focuses on a wide range of subjects: from the analysis of the professional situation, the application strategy, to qualification measures. At first glance, and by looking at the topics, we could see a certain overlap. However, on closer inspection, this is not the case. The first and only objective of the public service is to integrate the unemployed into the labor market as quickly and permanently as possible.
What is outplacement?
Outplacement and coaching have the same concern in terms of preparation and placement on the market, but set the objective very differently. Detailed and personalized programs offer the “empowerment” that candidates need:
- The time to reflect on their positioning,
- Support from experienced staff who will coach them, challenge them and make them ask the right questions,
- Specific expertise and advice on the job market according to their functional and technical field,
- A scientific assessment to identify their corporate culture, motivations, values and personality,
- Professional advice on self-marketing, digital identity and interview preparation.
Why choose outplacement for your employees?
People first, technology second
The benefits of the expertise and the experience of a coach is paramount and cannot be replaced by technology. It is all about combining the demanding and innovative aspects of modernity with the know-how of the person chosen to address the important stages of career transition.
The status quo is over
Today more than ever, professionals need to rethink their expertise and careers to meet the new demands of the modern job market. No one wants to do a routine and boring job anymore. People are looking for challenges and recognition.
Changing the mindset
Outplacement should no longer be seen as a one-time tool to deal with a crisis situation. While this service is mobilized for specific requests by companies, the know-how in this area must be able to be called upon simply and freely at all stages of a professional career. It must allow each person to bounce back in case of unforeseen circumstances and to manage his or her employability as best as possible.
Conclusion
The outplacement practices chosen by employers speak volumes about the culture and mentality of the company, both in the eyes of the outgoing employees, who are the guarantors of the company’s good reputation, and in the eyes of the current employees. They reflect the company’s commitment to those who are leaving and its willingness to support them. Employees are more likely to be involved with a company that cares about them and their well-being.
