The challenge:
A company had to make a voluntary redundancy offer to 150 production employees – many with no training, little knowledge of German and no digital access. Sensitivity and individual solutions were required. It was also essential to take the interests of the works council into account and ensure respectful communication.
Our approach:
Together with HR and the works council, we developed a tailored consulting program that addressed the individual needs of the employees:
Transparency & trust:
Together with the company management and the works council, we organized an information event. Here, we openly explained to those affected what options they had and how they would receive individual support. Immediately afterwards, they were able to discuss their personal situation with our advisors.
Safe decision-making instead of fear:
Before signing a termination agreement, each person received a two-hour perspective consultation – in person or online. This included an honest assessment of their chances on the job market, individual concerns and possible next steps.
Must be placed here – takes place before the measure
Support for managers:
Through workshops and individual coaching sessions, we prepared managers to conduct separation interviews in an empathetic, professional and appreciative manner.
Targeted support for different groups:
- Employees without training: Received intensive, personal advice on site with identification of individually suitable training/further training opportunities and job offers, active support in preparing application documents and in the application process and practical training.
- Specialists and managers: Received intensive, personal consulting & coaching, mostly online, supplemented by our digital e-learning consulting tool as well as workshops & training on topics such as storytelling, professional networking and optimizing online presence.
- Employees close to retirement: Received individual financial and pension advice in order to have the effects on retirement provision and severance strategy presented transparently and to be able to make decisions on this basis.
Looking to the future:
The remaining employees were also involved: In a two-day “future workshop”, they worked together to develop new structures and task allocations in order to be able to embrace the changes with greater strength.
The result:
- 90% of participants found new career prospects within 6 months – in a challenging market environment.
- The company gained in reputation as a responsible employer and in trust within the workforce.
- Managers felt more confident and competent in dealing with challenging separation talks.
Our conclusion:
Downsizing does not have to be associated with uncertainty and frustration. With a strategic, appreciative approach, companies can successfully overcome a difficult phase and strengthen the trust of their employees in the long term.
How does your company deal with personnel changes? Let’s exchange ideas!
