Those Who Separate Well, Recruit Better – The Underestimated Impact of Outplacement on Employer Branding
A separation is never pleasant. But how a company parts ways with employees says more about its culture than any glossy employer branding brochure. In a world where over 70% of job seekers use review platforms like Kununu to research an employer before applying – and more than half have decided against applying because of negative reviews – the separation process is no longer an internal matter. It is a public calling card. And this is precisely where the strategic opportunity lies that many Swiss companies still underestimate.
Separation as a Moment of Truth
Every company invests in recruiting, onboarding, employee development, and retention. But when it comes to separation – whether through restructuring, headcount reduction, or individual termination – costs are often cut. A standard package, a handshake, perhaps a lawyer’s letter. Done.
The problem: how companies handle departures is being watched. By the remaining team members, who wonder if they’re next. By candidates who read on review platforms what it was really like “at the end.” And by clients and business partners who see on LinkedIn how a former senior manager talks about their departure.
According to a Robert Half study, 67% of HR managers say that review platforms now have a significantly greater influence on candidate decisions than they did three years ago. A Softgarden study shows: 52.9% of users have already decided against applying because of negative reviews. And according to a Trendence study, 78% of job seekers use review platforms like Kununu as part of their employer research – around 30% refrain from applying when the average rating falls below 2.5 stars.
In this environment, anyone who handles a separation poorly pays for it – not in a courtroom, but in recruiting.
What the Data Shows: Outplacement Protects the Brand
The research here is surprisingly clear. 65% of HR managers are convinced that professional outplacement actively protects the employer brand. This is not a soft assessment – it is an experience that translates into concrete metrics: fewer negative reviews, more stable retention rates among the remaining team, and faster filling of open positions.
Even more impressive: studies show that 64% of consumers end their relationship with a brand when they learn that the company treats employees poorly. In the era of social media and employer transparency, the boundary between consumer brand and employer brand has long since blurred.
82% of employees who receive professional outplacement support find a new position within six months. And job seekers with outplacement support land a new position 2.5 times faster than those without. A bitter ending becomes a supported transition – and that is exactly what former employees then express on Kununu and LinkedIn.
The “Survivor Effect”: What Those Who Remain Observe
Outplacement is often viewed only from the perspective of those affected. But its greatest impact is on the employees who stay.
After a restructuring or headcount reduction, the remaining team watches very closely how the company treated their colleagues. Were they treated with respect? Was there genuine support – or just the legal minimum? The answers to these questions determine whether the remaining employees continue to identify with the company or mentally resign.
Studies show that companies offering outplacement see 20% higher productivity among remaining employees. This is no coincidence – it is the direct result of trust. Those who see their employer show character even in difficult moments stay engaged.
Litigation Risk: An Often Overlooked Dimension
Another hard factor: professional outplacement reduces the risk of termination-related lawsuits by up to 35%. In Switzerland, where employment law is complex and a company’s reputation is particularly exposed in the comparatively small economy, a single public legal dispute can cause more damage than years of employer branding investment.
In this sense, outplacement is also a form of risk management – not just a duty of care.
What Swiss Companies Should Do Specifically
Anchor outplacement as a fixed part of the separation strategy. Not as an optional add-on to the severance package, but as a standard process. Every separation at management level and above should include professional support – this is an investment in the company’s future viability, not a cost factor.
Understand the separation process as part of employer branding. The employee journey does not end on the last working day. Companies that design their offboarding as professionally as their onboarding receive different ratings on Kununu – and recruit more easily.
Train managers for separation conversations. Many managers have never learned how to conduct a termination conversation professionally and empathetically. The result: unnecessary escalations that show up on review platforms and in networks. The quality of the conversation often determines the entire separation narrative.
Plan group outplacement from the outset during restructurings. When larger headcount reduction programmes are on the horizon, outplacement belongs in the planning – not as an afterthought, but as an integral part of the social plan. The signal to the organisation: we take responsibility, even when it gets difficult.
Measure the impact. Track how your employer ratings develop after separation phases. Measure time-to-fill for open positions before and after restructurings. Ask specifically about trust in the separation process in employee surveys. Only what is measured can be managed.
The Real Point
Outplacement is not an act of generosity. It is a strategic investment in three dimensions simultaneously: in the people who must leave, in the people who stay, and in the people you want to attract in the future.
In a labour market where demographic change is structurally making recruitment more difficult and transparency on platforms like Kununu makes every separation story public, Swiss companies can simply no longer afford to cut corners on departures.
Because ultimately: those who separate well, recruit better.
Grass & Partner AG specialises in outplacement for C-level executives and senior managers, executive coaching, and group outplacement in Switzerland. We support companies and executives through professional transitions – professionally, discreetly, and with deep understanding of the Swiss market.
Sources: Robert Half: Study on the influence of review platforms on recruitment decisions (KMU Admin / DoDifferent, 2025); Softgarden: “Kununu & Co. from the applicant’s perspective” (2025); Trendence / Potentialpark: Use of employer review platforms by job seekers; WifiTalents: Outplacement Industry Statistics 2026; Thrive My Career: Future of Outplacement Report; Deloitte: State of Generative AI in the Enterprise