As more and more companies in the wake of the coronavirus find themselves forced to make the hard decision to let valuable employees go, there is definitely a right way and a wrong way to implement these changes.
Good communication is absolutely critical in the planning and implementation of layoffs. While the information you have to present is not pleasant, employees must hear it directly and honestly from management not from the rumor mill or through gossip. Honest communication is one of the key ingredients in managing change as well as managing people.
Two-way communication, which provides for information flowing to employees and for ideas and feedback flowing back to management, will make the layoff process smoother for you and your employees. Employees will feel they have some part in making and understanding decisions that affect them, while you may get some good ideas about how to bring about the budget savings you must make. Many managers find that the best format for communication is either a series of meetings with the whole unit, or meeting with smaller work groups followed by individual meetings with employees.
Your Goals When Communicating About Change
Take time to think about goals and outcomes as you develop your communication plans. Typical goals when communicating about change are:
To provide information
- To clarify the reasons for a change
- To describe the benefits of the change
- To draw a picture of the new organization
- To describe how the change will take place
- To provide information on support and resources
To gather information
- To get input from diverse groups affected by the change
- To learn what issues and concerns are raised by the change
- To get feedback on how the change is operating
To affect attitudes and behavior
- To show that change is a beginning
- To create an atmosphere that supports the new organization or culture
- To build trust by demonstrating honesty and inclusiveness
- To create a positive, collaborative work environment
To offer support
- To acknowledge resistance, anger, or sense of loss
- To discuss responses to the change
- To show how loss will be balanced by the advantages of the change
- To provide tools (such as training and information) for managing transitions
- To reduce isolation and foster teamwork Communicating with Management
Communicating With Management
All levels of management should participate in the discussion of plans before the plans are presented to employees. You should:
- Consult with your legal counsel and HR, if appropriate, to get approvals necessary for your actions.
- Speak with individual managers before formulating a proposed cutback plan.
- Hold a meeting with all managers to review your plan once it is developed.
- Offer other managers and supervisors a chance to react, discuss, and help revise the plan.
- Discuss cuts for specific areas with the affected managers before the meeting.
Communicating with Employees
Throughout the planning and implementation stages of a staff reduction, the most important thing you can do is to effectively and openly communicate with your staff.
- Keep employees informed right from the beginning.
- Solicit their input and ideas on how to consolidate work.
- Ask for suggestions regarding voluntary reductions in time or other suggestion for saving money.
Telling employees that they are going to be laid off is never an easy task. You may experience anxiety and guilt about having to take the action. Recognize that these feelings are normal. Making sure that you treat the employee humanely and compassionately will help to make this difficult situation more tolerable for both of you. Please also be mindful of contracts in place with various employees versus at will employment.
- Speak to the employee in a private place.
- Recognize the employee’s contribution to the unit.
- Briefly explain the reasons for the layoff.
- Describe the assistance that Central Human Resources offers.
- Tell the employee of the date and time of the appointment with Employment Services and the importance of keeping that appointment.
- Tell the employee what to bring to the appointment with Employment Services.
- Be sure to give the employee a copy of the layoff letter, accompanied by proof of service.
- Offer support and sympathetic ear; listen without being defensive.
- If the employee wants to know who else knows about the layoff, say that you will be communicating to the staff after you talk to individuals.
- Do not identify others being laid off.
- Schedule a later meeting to discuss logistics such as turning in keys
- Be available to address the employee’s issues and concerns about the layoff
What You Can Expect From Employees
What You Can Expect from Employees When you tell an employee that he or she is being laid off, the initial reaction may be shock. The employee may say nothing, or the employee may become upset. Although you can’t anticipate every employee reaction, preparing yourself for various responses may help you.
Reactions you may encounter from an employee being laid off:
- Shock/Silence
- Depression
- Negative attitude toward work
- Excessive absenteeism
- Increased accidents
- Fear of having to accept a lesser position in the new organization
- Loss of productivity
- Grief
- Helplessness
Reactions you may encounter from remaining employees after the layoff action:
- Shock/Silence
- Anger/Blame
- Frustration
- Negative attitude
- Insecurity
- Resistance to change
- Unintentional sabotage by resisting organizational change
- Depression
What you as the manager should keep in mind:
- Be knowledgeable about the layoff process and available resources
- Understand the employee’s perspective
- Handle your own anxiety by preparing yourself
- Talk to other supervisors or managers who have had similar experiences
- Maintain open communication
- Don’t downplay or discredit the employee’s concern
- Allow the employee to express how s/he feels
- Tell them employee assistance is available to help the laid-off employee, other staff, and you.
Communicating with Staff After Layoffs
It is your responsibility to respond to the feelings of the remaining staff and to communicate a positive image for the future. Here are some important topics to discuss; a series of meetings is a good way to ensure an ongoing safe place for communications.
- Acknowledge that it is normal to feel anxious during these uncertain times.
- Announce the personnel changes that have occurred.
- If appropriate, explain the department reorganization and redefine roles.
- Discuss any impact on workload/work flow.
- Ask for suggestions for improving department effectiveness.
- Assure staff members that no other positions will be affected at this time (if this is true) and that all employees are valued.
- Mention if you have an Employee Assistance hotline available for any employees having difficulty dealing with the changes.
- Maintain an open door policy so employees can come to you for guidance and support.
- Recognize that employees differ on how quickly they can adapt to change.
- Express optimism for the future.
- End on a positive note; stress that staff are valued and important.
