Anticipated Reactions of the Dischargee

It is valuable for the manager to have an understanding of what reactions may emerge. Most people react with what is best termed as "passive acceptance." It is important that the manager not be left uncertain or probing in the face of the dischargee's response. Control should be maintained. The following are other reactions that may be encountered:

Grief - Termination can represent shocking and saddening news. It is not surprising to see the dischargee cry. To assure that the person is in a proper state to listen to what the manager is saying, it may be necessary to allow a few minutes for him/her to regain composure. A greater show of concern on the manager's part will only weaken his/her posture.

Anger - If the dischargee is indignant or incensed, the danger exists of the meeting turning into a shouting match. Although it may be difficult to maintain composure in the face of a worker, the manager must serve as the force of reason. A business-like, rational tone must prevail. An argument will only escalate tension and ill will.

Disbelief - If the dischargee seems stunned and silent, there may be a question as to how much of what is being said is being absorbed. A patient but firm approach usually is the most effective.

The manager cannot allow himself/herself to be incapacitated or moved off course by the dischargee's reaction. Although it is natural for the manager to want to make the meeting as painless as possible, "playing the games" with the dischargee, whether it involves commiseration or a defensive rebuttal, only acknowledges and validates the reaction, giving the dischargee license to continue in a highly emotional state. The best plan is to be short to the point and very formal. No sign of extended sympathy or remorse should be shown by the manager. This is totally business, and personal feeling should not come into play.

Although the manager is not likely to conduct the meeting according to a prepared script, he/she should have a firm idea of what will be said and how to say it. The dischargee's reaction should not steer the manager from saying all that needs to be said, or prompt the manager into saying more than he/she should.

If all the necessary details have been attended to before the meeting, the manager should embark on the meeting with a sense of assurance. At the meeting's end, when the manager announces that a representative of the outplacement company would like to speak with the dischargee, the manager can feel that the best was made of an uncomfortable but necessary situation. The manager will feel relieved and glad that both the dischargee and the company were effectively served under the circumstances.