111 linked keywords from A-Z about career, separation, networking, application and success.More
1/10 Our product portfolio
ranges from separation management to outplacement and premium placement.More
2/10 Our USP
What distinguishes us from other providers and their consulting services in the long term.More
3/10 OutPlacement 2.0
is the further development of the OutPlacement approach for a future-oriented separation.More
4/10 NewPlacement 8S
is based on the well-founded Management Integral and stands for its 8 runways to success.More
for managing directors / C-level with high demands on individuality and networking.More
6/10 Upgrade from outplace
for managers who are stuck in an outplace or transfer measure without success.More
7/10 Career advice
based on the management balance for decisions under security and with a future.More
8/10 Rescue Coaching
is aimed at managers who find themselves on the "downward" slope in their jobs.More
9/10 Online Coaching
on demand is aimed primarily at expatriates in change and managers worldwide.More
10/10 Separation management
includes both prevention and fair and future-oriented separation.More
Separation prevention for companies
(see also Separation prevention for managers: RescueCoaching).
Retaining employees - preventing unwanted fluctuation
Companies depend on the resources they receive from their environment in order to survive. This simple fact becomes considerably more complicated when one asks which resources are essential for survival, which exchange relationships companies enter into with actors from their environment (markets) in order to obtain these resources, and which dependencies result from this for companies. These questions posed by the resource- and exchange-theoretical analysis of companies (Pfeffer/Salancik 1978) focus on the resource dependency of companies with the aim of identifying starting points for the management of critical resources.
Basically, it can be assumed that the resource dependency of companies is higher,
- the more important the resource is for companies, i.e. the more frequently it is needed and the less it can be substituted for the production of services,
- the more other actors can determine the allocation and use of the resource, i.e. the less companies themselves are able to shape the possibilities and conditions of resource use, and
- the more (external) resource control is monopolized, i.e. the fewer alternatives of resource purchase are available to firms.
These considerations can be related to central issues of human resource management. Here, in particular, the highly qualified employees of companies - i.e. the technical and managerial staff - represent critical (human) resources for which, in principle, it is true that they are permanently needed and can only be replaced within very narrow limits (e.g. through rationalisation, technology or reorganisation). In addition, human resources can only be controlled to a limited extent: The disposition of labour services is indirect and limited in time, because unlike, for example, in the case of operating resources, companies can only determine the allocation and use of the resource themselves to a limited extent. They are confronted with the central problem of the transformation of labour assets into labour power, according to which the resource personnel can be made available through employment contracts - but whether this also leads to employees performing the desired work is uncertain. The disposal of critical human resources is therefore always latently precarious, because in the final analysis it is the employees who decide on the scope, quality and reliability of their work performance for the company, depending on subjective benefit considerations and personal sense of obligation. With regard to the acquisition of human resources, the problem is exacerbated by the fact that the markets for specialists and managers are becoming increasingly less fertile for companies. If we take these fundamental interrelationships as an opportunity to think more closely about the principal options available to companies to reduce the negative consequences of their dependence on critical human resources, the area of personnel policy relating to the separation and retention of professional and managerial staff and, with it, questions of commitment and compliance come into view (Etzioni 1975; Klimecki/Gmür 2005; Moser 1996).
In this context, the topic of separation prevention is of great importance: On the one hand, it is a matter of identifying and eliminating the causes of unwanted terminations of specialist and managerial staff. On the other hand, it is a matter of structuring the process of unavoidable separations in such a way that the negative effects for the company can be limited. A separation-sensitive personnel policy emphasises the fact that, from the point of view of success, it is more advantageous for companies as a whole to develop the majority of existing specialists and managers, to bind them to the company and in this way to increase the performance of the employees for the company. This presumption of effectiveness is confirmed by a resource-based perspective of human resource management, given the appropriate design of human resource policy instruments (Wright et al. 1994; Ridder 1999). Success factor research suggests that if important retention-relevant issues are taken into account, then
- Unwanted terminations and their potentially significant costs for separation and replacement can be avoided,
- employees identify more strongly with the company, its goals and its visions, and
- qualified, motivated specialists and managers who are committed to the company become a decisive competitive factor that cannot be imitated by competitors.
Against this briefly outlined problem background, this study by NewPlacement AG deals with the topic of separation prevention among specialists and managers in German companies. Within the framework of a survey of board members and managing directors responsible for human resources as well as HR managers, the study focuses on three interrelated topics relating to the understanding of the importance and potential of specialists and managers, the situation and handling of terminations among specialists and managers, and possibilities for retaining specialists and managers. By collecting and evaluating empirical data on these topics, we aim to find out what importance is attached to the topic of separation prevention in German companies, what instruments are (or can be) used and what conclusions can be drawn from this for the design of a separation-sensitive personnel policy. We would be happy to present our broad expertise as a separation specialist to your company.
Already 25 years ago, marketing executives in the cigarette industry were regularly advised in-house by an external coach. The focus was on the development from a professional point of view, but also on the further career. Without violating the confidentiality of the coaching content, which was always and absolutely guaranteed by the coach, the company benefited from early involvement by the executive. Disturbances in the relationship with superiors could be cleared up at an early stage with or without moderation. In the case of unavoidable company changes, fair transitions could be guaranteed. We have developed this procedure further and offer the associated advantages to companies as part of our separation prevention as "trust coaching". We would be happy to discuss possibilities, limits and details with you personally.
There are already many attempts by companies to interview departing specialists and managers in EXIT meetings. Likewise, anonymous questionnaires are already being used to find or clarify reasons for leaving. Unfortunately, these attempts are limited and do not reveal many reasons. Why don't you thank the departing specialists and executives in the future by assuming the costs for coaching? This coaching "job insurance" should ensure that these employees quickly find their feet in the new company. If you are indignant now, you should definitely make an appointment with us. You will be amazed.
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.