By: Jill Thompson

A recent article in businessinsider.com states that a “wave of layoffs are sweeping across American businesses in 2022.”  If budget cuts and cost-saving measures are conversations you are involved in, it is even more important to have a handle on conducting compassionate layoffs. Offering outplacement support services is a great way to start but equally important is how the process is handled.

What do you say when you are laying off one of your team members? How do you keep morale alive with the remaining employees and minimize their fears about job security? Equally important and more pragmatically, how do you protect your company from legal exposure during the layoff process? Here are three recommended steps for making this tough conversation more compassionate.

Communicate openly and honestly and have a script.

Your first objective is to inform the employee in a straightforward and sensitive manner that her/his job or position is being eliminated – it no longer exists. It may seem ingenuine to “script” a layoff message, and this doesn’t mean you should be like an insensitive robot when delivering the news. However, it is important to consider what you will say prior to the notification meeting and keep the message short. If you say too much or the wrong thing, this could land your company in legal hot water. Let us look at a sample message you might send.

“I have difficult news to communicate. The reorganization (merger, supply chain issues, etc.) has resulted in the need to eliminate certain positions, and I’m sorry to tell you that yours is one of those affected.  Your employment with [company] will end effective ( ). You have made it a better place around here, and I’m personally going to miss working with you. Thank you for all you have done for us. You will receive severance and outplacement support services."

Understand all separation information and documents prior to the conversation

The second objective of the notification meeting is to provide the employee with details of the separation agreement, including career outplacement services. You will need to be very clear about what is happening and what is being done for the employee.  Seek out answers to any questions you have, so that you are clear about what is going to happen, who will be affected and why, and what special benefits and considerations are being offered.  You should be familiar with:

• Reasons for the reduction.
• The notification script and other scripts as appropriate.
• An overview of the outplacement support services.
• Plans for employees leaving the building. 

Anticipate reactions and manage the conclusion

The final objective of a notification meeting is to ensure professional and humane management of each separation to protect the organization’s integrity and image while maintaining employee dignity and self-esteem.

Employee empowerment comes from a sense of security, self-worth, and control.  Your employee has just been asked to absorb and accept some life-altering news.  At least momentarily, we have “disempowered" the separated employee.  Before they can begin to accept the company’s decisions and move forward, they have to begin feeling “empowered"

• Be prepared for questions and rehearse the standard corporate responses. Stay within the parameters of these responses and avoid going beyond these responses.  If you are unclear about something or are unable to answer a question tell the employee you will get an answer and get back to her/him as soon as possible.
• Meetings of this nature should normally take about 10 to 15 minutes. This includes the business case and the HR manager. A longer meeting usually makes matters worse, not better.
• Be cautious that you do not offer help that you cannot or do not intend to deliver.
• Do not try to alleviate your own emotions by over-extending yourself; saying less and doing more at a later time is a better strategy.

Offer notification training to those conducting the conversation

All organizations need an effective, efficient and standard process for handling layoffs and managers should be trained in how to do it. Training makes it a less frightening task – it does not make it easy but can make it easier. Most organizations don’t necessarily see the need to offer training because it may be a relatively infrequent occurrence, but layoffs done poorly can create more substantial consequences including wrongful termination lawsuits and blows to your company’s reputation.

If you are planning or preparing for layoffs, give ICC a call. We have many resources to support your company and managers to show kindness, compassion and make the transition as smooth as possible. www.InnovateICC.com or 855-865-4400.

Learn more about ICC's outplacement services.