111 linked keywords from A-Z about career, separation, networking, application and success.


1/10 Our product portfolio

ranges from separation management to outplacement and premium placement.


2/10 Our USP

What distinguishes us from other providers and their consulting services in the long term.


3/10 OutPlacement 2.0

is the further development of the OutPlacement approach for a future-oriented separation.


4/10 NewPlacement 8S

is based on the well-founded Management Integral and stands for its 8 runways to success.


5/10 PremiumPlacement

for managing directors / C-level with high demands on individuality and networking.


6/10 Upgrade from outplace

for managers who are stuck in an outplace or transfer measure without success.


7/10 Career advice

based on the management balance for decisions under security and with a future.


8/10 Rescue Coaching

is aimed at managers who find themselves on the "downward" slope in their jobs.


9/10 Online Coaching

on demand is aimed primarily at expatriates in change and managers worldwide.


10/10 Separation management

includes both prevention and fair and future-oriented separation.


Professional separation

In the case of internal promotion, career change is usually reduced to a promotion interview after good performance over a long period of time. In the corporate environment, it includes both a strong political component and a multi-stage application process. In the case of external career moves (self-initiative, resignation, termination), the process chain includes the phases listed below. The involvement of a NewPlacement coach for more professionalism and performance can take place in any phase and depends on the scope discussed.

1. principles

A professional separation is characterized on both sides by fairness, respect, relaxation and future orientation and accepts the right to unilaterality of the decision. At the same time, the initiator of the separation should not lose sight of the time frame for filling the position or finding a new job and should take this into account in the termination or cancellation timing. In general, the glasses from which champagne was drunk at the "wedding" should not be broken at the "divorce". Therefore, despite all the negative motivations, separation discussions should be conducted in an appreciative manner and get to the point quickly. It becomes clear that the decision was made unilaterally and cannot be taken back. Separation talks should always be prepared in detail and conducted separately. They should not be a dramatized continuation of a normal employee/criticism discussion.

2. separation prevention

Separation prevention, supported by appropriate coaching, is an important tool for companies (Securing competences) and for executives (Rescue). If companies fear the loss of executives as well as their competencies, a variety of reasons can be responsible for this. Often a lack of perspective in the current company or impatience on the part of the executive leads to thoughts of leaving. A goal-setting coaching can create clarity for both sides. If the executive sees the job in danger, a coaching session can Rescue-Coaching can sound out opportunities to stay or support a new start. In the third case, the company is more than satisfied with the professional competence of the executive, but sees the leadership and empathy competence as critical for further internal career development. In this case, a three-month interval coaching can provide a new position or clarity of perspective.

3. external career step

If the executive has decided to continue his or her career outside the company, a professional transition should be ensured in the interests of both parties. This includes informing the company at an early stage after signing the employee/service contract with another company. Some executives use external contract offers (market value check) to improve their situation in the current company. However, this is a dangerous and unsustainable game. A NewPlacement coach can also be very helpful and future-proof in this situation with coaching on demand.

4. termination agreement

NewPlacement AG's set screw model helps to set all parameters, even disputed ones, in a mutual compromise without dispute and court. When negotiating termination agreements, the separation should not be dramatized. Fairness, relaxation and future orientation should be in the foreground of this win-win instead of disappointment, anger and fear of the future. All aspects (adjusting screws) are to be weighed against each other. A good termination agreement is a good compromise with two winners. Due to his experience, the NewPlacement-Coach can play an important role in the necessary relaxation and avoidance of disputes and blocking legal proceedings.

5. internal & external communication

Communication regarding the separation must be very carefully planned in terms of content and timing. Premature expressions of anger and disappointment are usually irreversible. In the first separation discussion, silence should be agreed for at least 24 hours. During this time, appropriate discussions can take place with the NewPlacement coach, with whom the separation can be examined from the meta-level and a separation strategy developed. This also includes internal communication with colleagues and employees as well as external information for customers, partners and, if necessary, the press. Communication in the private sphere should also conform.

6. exemption

The determination of the time of release should do equal justice to the transition in the company and the future process of the manager. Many leaves of absence are taken for purely emotional reasons. One simply does not want to run into each other again. For the executive concerned, an application from the active role in the previous company can bring advantages. For the company, too, an orderly transition can prevent loss of information. This requires, on the one hand, the acceptance that separations usually start from one side and do not require the agreement of the other side and, on the other hand, the recognition of the finality of the decision. The NewPlacement-Coach can usually defuse the situation and focus on the future.

7. testimony

The draft reference should be created after status analysis and goal focusing by the NewPlacement coach and revised by the company. This should result in a structured document with the important last paragraph, the overall evaluation, the times and positions as well as the individual instead of generalist range of tasks. For a successful future career, the reference must fit seamlessly with the positioning in the job application market. It has proven quite effective to hold the final conference between HR and the NewPlacement coach.

8. references

Personal references have surpassed the testimonial in importance. References should already be clarified as part of the cancellation process. Telephone reference mainly revolves around 4 topics: Willingness to reference (shades in between), change background, strengths and weaknesses, and confidence of a specific new assignment (e.g., jump in hierarchy). It can be asked by a headhunter as well as by the company (owner, supervisor, HR). Unfortunately, many job applications are closed after such a phone call. The reference givers must be aware of this immense responsibility.

Further information personal

Our experienced and strongly networked SeniorPartners with broad and deep industry and functional backgrounds will be happy to answer your questions about OutPlacement, NewPlacement, career consulting and coaching for a professional development, rescue, separation, application and integration process in writing by e-mail, telephone, video conference or in a personal meeting in your area. According to your wishes and of course individually, without obligation and free of charge.
Please use one of the three options for your questions or to contact us.