Talking about dismissal means tackling a subject that is both sensitive and complex, where strategy, brand image, social responsibility... and above all human emotions come together. This delicate moment, often perceived as brutal, is nonetheless a discreet but powerful indicator of a company's management culture.
These days, the question ‘Should I let go of an employee?’ is often compounded by the question ‘How can I do it without damaging the company's image or undermining internal confidence?
Support through every stage
In an environment where every HR decision can be exposed and commented on, dismissal can no longer be reduced to a simple legal act. If handled badly, it could compromise managerial credibility and damage the employer brand.
If properly prepared and supported, on the contrary, it can reinforce the image of responsible and respectful leadership.
What's the key? Support, and outplacement in particular, as powerful strategic levers for a ‘win-win’ exit. Whether offered voluntarily or on a mandatory basis, this support towards a new professional project transforms a sudden departure into a possible rebound.
But this is not a single, systematic solution. You also need to know how to position it within a more global process:
- Beforehand, through sincere, transparent and respectful dialogue, to prepare the ground and avoid surprises;
- During the process, by listening, paying particular attention to communication and customising the process (some employees will need individual coaching, others targeted training, etc.);
- And afterwards, by remaining open to post-departure exchanges and encouraging, where possible, professional networking relationships, without abruptly severing the link.
In fact, an Acerta study on 28 May 2020 showed that more than a quarter of dismissed workers would be prepared to return to their former company, and this figure rises to more than half when relations with the employer were good.
This employee support strategy is a high-value investment.
For the employee, it's concrete, reassuring support. For the company, it is proof that it combines high standards with humanity, even at the most delicate moments.
A manager who takes care of departures sends out a strong signal: ‘Even in difficult times, we act with responsibility and dignity’. This attitude limits tensions, preserves internal cohesion and enhances the company's external reputation. Because the employees who remain observe and remember the way in which departures are managed. What is at stake at that moment is also the future loyalty and lasting commitment of the teams.
Every situation is unique of course, and there is no miracle formula. But one thing is certain: a well thought-out, respectful and supported separation leaves fewer bitter scars and can sometimes open new doors.
In this context, outplacement and support services are not unnecessary expenses, but an informed choice. Structured support then becomes a real strategic investment: one that companies know how to combine performance and responsibility.
In conclusion, managerial courage is not measured by the decision to dismiss quickly and without consultation, but by the way in which it is done. Making dismissals without damaging one's reputation is no utopian dream. It's a demanding but strategic balancing act. Those who succeed strengthen their leadership and the lasting trust around them.
Manager Career Management Daoust
You may also be interested in this article: Coach or Psychologist? Don't confuse a compass with a stethoscope!