Delivering the news of a layoff or organizational downsizing
may prove to be one of the most challenging tasks a manager can
face. Despite the unfortunate fact that layoffs have become
commonplace, they remain a sensitive subject that often evokes
feelings of fear, distrust and pessimism among surviving employees.
However, leaders can implement several strategies to make the
transition less troubling for their outgoing and remaining
colleagues.
WORKFORCE CENTRAL FLORIDA (WCF) suggests these solutions
for managing the layoff process:
Communicate! Employees are less likely to be
“blindsided” by layoffs if their leaders communicate information
regularly about the company’s financial position and priorities for
the future. When the layoffs occur, share the reasons for the
terminations immediately with remaining staff and explain why the
cutbacks were made and whether additional reductions are planned.
Managers can also renew trust in their remaining employees by
describing their own sacrifices like pay cuts and/or forgone
bonuses.
Don’t Make it Personal. Instead of identifying
individuals who need to be terminated, evaluate “functional silos”
where staff members are under-utilized. Align your head count with
operational needs to create a more cost-effective workforce.
Remaining employees are likely to recognize past inefficiencies and
understand the organizational streamlining.
Practice Respect. The loss of a job is a traumatic
experience for management, those who are terminated and the
employees who stay. Managers must be able to convincingly justify
their actions to both laid-off employees and survivors. Offer
terminated employees assistance in finding a new position by
providing references or outplacement services.
Be Prepared: On the day of the layoff, provide
terminated employees details, in writing, regarding their severance
packages and steps to address their benefits. Give them clear
instructions about the timing of their departure and how they can
obtain their personal belongings. Write a script to use during the
termination meeting and key talking points you will communicate to
remaining employees.
Anticipate Emotions: Employees typically experience one
of the following reactions during a termination: anticipation,
disbelief, escape, euphoria, survivors’ guilt or violence.
Acknowledge that these reactions may occur behind closed doors
and/or in the presence of remaining employees and be prepared to
handle them with support if necessary. Recognize that you may also
experience a host of emotions related to your position in the
matter. Don’t assume personal responsibility for the layoff,
prepare your approach and share your feelings with your
organization’s human resources professionals.
Acknowledge Survivors: Remaining employees need
assurance. Explain why the downsizing took place and what it means
to their workload. Allow your employees time to process this change
in their work environment and space to deal with anger, loss and
denial. Keep the lines of communication open and listen to your
employees as they express their needs, fears and hopes for the
future.
Move Forward: Map out and implement new business goals
that align with your new workforce structure. Whether your
organization is just trying to hold on, restore growth or undergo a
redesign, every employee needs to understand the direction. As your
leadership team begins to embrace and support these goals, your
morale and the morale of your employees is bound to improve as you
tackle innovative tasks and share positive plans that extend beyond
covering the work left in empty offices.
