# The last impression matters most: saying goodbye with appreciation

- URL: https://hr-passionista.com/en/the-last-impression-lasts-appreciative-farewells-for-employees/
- Published: 2026-01-22
- Updated: 2026-01-29
- Author: Marion Eppinger (HR-Passionista)
- Categories: communication, corporate culture & collaboration

> Best practices for appreciative offboarding—how to leave a positive last impression and strengthen company culture.

##### The importance of making a good final impression when saying goodbye to an employee is often underestimated. The farewell should be well prepared – because it affects not only the person leaving, but also the remaining employees. They will both observing closely how people interact with each other, and this will shape their image of the company and how they perceive future cooperation. 

I know that **such conversations** are **not always easy**. They are often **characterised by excitement and emotion**, and it can happen that the **wrong communication channel may be chosen.** *„We are all human“* – **we all make mistakes,** but the **long-term impact on the company and those affected can be enormous.** If a **resignation** is **not** handled **respectfully**, this sends **a message** to both the outside world and **internally.** 

#### *„I still remember how Jennifer was treated when she was dismissed. She was led away without a proper farewell, which was a big blow to the department.“*

Consider what this **could mean** f**or the corporate culture and teamwork:** it could lead to **a negative atmosphere, fear and gossip,** which **can significantly reduce productivity** and**,** **in the worst case,** trigger a **wave of resignations** within a team or department. **Nobody wants that.** 

This is why it’s **all the more important to prepare well for employee farewells.** How? Here are my five **tips for respectful and sustainable communication:**

### **The 5 tips for respectful and sustainable communication**

### Preparation is key for this conversation

Think **through** the **various parameters** and **scenarios** before entering into the conversation. Why is this so important? So that **there is clarity** and so that you **have a guideline** to **follow –**especially **when emotions run high. Not everything** can be **answered immediately**, but **much can be**, so **be prepared****.** 

> *What considerations are necessary for this?*
>
> -   *Termination or mutual agreement*
> -   *Leave of absence, yes or no*
> -   *Which payments are still outstanding and how should they be handled?* 
> -   *Prepare an employment reference*
> -   *How will any remaining holiday entitlement and balances in the time account be dealt with?* 

###
Allow sufficient time

The **meeting** with the employee should **not rushed.** It would certainly be advantageous **to have some** **free space** in **your calendar** to allow for extra time, if necessary. There is nothing **worse** than a **manager** who **leaves during the meeting early** to **rush off** to **their next appointment.** I know **these meetings are never pleasant** and that you want **to get** everything **over with quickly.** However, **sometimes employees simply need more time** to **process** what **has been said**. And **it is essential to give them** this **time.**

> *„My advice to everyone is to schedule at least an hour for the meeting so that everyone has a chance to speak and exchange ideas. If a conflict arises, it is certainly better to interrupt the meeting. But under ’normal‘ circumstances an hour is an appropriate amount of time.“*

###
Open communication

Both **employees and companies want to know** where they **stand in the process**. It is therefore important **to keep communication as open and clear as possible during the conversation.** **Be factual** when **delivering** the **message,** rather than embellishing. **Afterwards,** you can **provide** more **detail about the decision,** as some **employees may wish to understand it better.** I know this will make all lawyers‘ hair stand on end, as you don’t have to give reasons for a dismissal. However, a **clarifying conversation** is certainly **better in the long run than silence,** especially **when it comes to rumours.**

> *Depending on the nature of the separation, you have to decide which communication channel to use based on the situation. I am a fan of always telling it like it is. That’s usually the best way for everyone to deal with it.*

###
Offer support

**Employees** are often **blindsided by the decision** and **unable to cope with it.** It is **important not to leave** them **alone** in this situation**.** You can either hire  **someone in the HR department** to support employees**,** or you **can hire an outplacement service** to **help the employee through this difficult time** and **assist them** in their **job search.** **Both are good options.** Of course, it always depends on the **employee’s personality** and whether they **are willing to accept help, whether internal or external.**

> *„In my experience, having someone from the HR department as the first point of contact in this process is very valuable. However, when it comes to psychological support or a complete reorientation, there are excellent companies such as Jobsbutler or consentiv that specialise in this.“ Read more about outplacement and reorientation in my article: [Why is outplacement/newplacement more relevant than ever, especially in times like these?](https://hr-passionista.com/awesome-diy-projects-for-kids/)*

###
Be fair

This is the **top priority in any process,** but **especially here. Employees act as ambassadors to the outside world,** even during termination meetings. If you take an **appreciative approach** and are **fair and open**, **employees** will **appreciate** it and **communicate this** **to the outside world.** (Keyword: employer branding)

> *„For example, some companies have a policy of suspending an employee immediately upon dismissal. To me, this always seems like a ‚removal‘, as if the person had done something wrong. So unless there is imminent danger, I would advise against it. I always advocate sitting down together to discuss what makes sense and then finding a good way forward together.“*

As you can see, this kind of **preparation** is **not rocket science.** It’s more about taking **the time to go through the individual steps.** Often, **decisions** are **made at the last minute**, and then people are surprised when a scandal erupts**.** That really isn’t necessary. If we recognise that **open communication** is already **practised during the collaboration**, then it should also **work well in this conversation.** This will be appreciated by both sides, because ultimately, everyone just wants **to know** where **they stand** and **how things will proceed. This provides security.**

**As managers and HR managers**, we should **recognise** that while these **conversations** are **never pleasant**, **they can be conducted appreciatively and sustainably.** This will **benefit employer branding,** even when it comes to saying goodbye. As the saying goes, *„you always meet twice in life“,* so it is important *to „never burn your bridges“,* and that applies to both sides. 

**State** your **expectations openly** and **clearly state** and explain the **consequences.** Then everyone knows where they **stand** and what is **expected** of them.

##### I always apply the **3-strike principle** here**:** 

***1st strike** – once is never. We then reflect together on why the mistake happened and discuss how to ensure it doesn’t happen again.*

***2nd strike** – reflect again and take measures, such as training, to ensure that the mistake really does not happen again. Also indicate what the consequence will be if the mistake happens again.*

***3rd strike** – implement the consequence.*

![](https://hr-passionista.com/media/2025/11/DSC01841-Edit.jpg)

### My conclusion

Finally, one **important point to consider is** that letting **an employee** go can sometimes be **more significant** than keeping them. Why? Consider the impact that an **underperformer can have on a team** if there are **no consequences**. The other **team members** have to constantly **do extra work** and **correct mistakes**, which will **demotivate them** and create **a** **negative atmosphere**. Therefore**,** I would **advice** all **managers** to prioritise **communication,** as this is the key to success.

The following applies:

> *„People who are capable of making decisions can change the world,“*

As Madeleine Albright once said. Think about it!