layoff: how to communicate with the employee

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Layoff: how to communicate with the employee

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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.

​Be sure to tell the employee to consult the applicable policy or contract.

• 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 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

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

Four Main Principles 

I would like to suggest four main principles, that I believe will benefit any company that uses chaplain assistance program (CAP) side by side with employee assistance program (EAP) . For many managers, there is perhaps no task more difficult than informing an employee that his or her job has been eliminated. This task must be handled in a professional and caring manner, and if done well, the employee(s) affected will feel they have been treated with dignity.

​This guide outlines best practices and pointers to benefit all parties during this transition, and those guidelines are founded on four main principles:

• Have a plan. Preparing for all possibilities and anticipating tough questions ahead of time can help steer the process in the right direction and at the right pace.

 

• Be helpful, thorough, and clear. The more clear, concise, and thorough the information you provide throughout  the  process, the less confusion, doubt, and frustration the employee will have about the decision. Know your message, but also know your limits—if you ever need assistance, do not hesitate to ask Human Resources, or other supervisors and colleagues for help.

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• Practice empathy. The importance of remaining calm, open, and authentic in the entire layoff and notification process can never be overstated. As employers, empathy remains your strongest tool, and we must appreciate and prepare for the emotional health of our people—both during and after—their employment

 

• ​Chaplain Assistance. Chaplains will assist supervisors with attraction and retention problems, conflict resolution, dispute resolution, mediation, and personnel related arbitration regarding employees; and they are also available to assist with the smooth transition of laid off or terminated employees and provide owner/manager coaching and consulting when requested. As a courtesy of your company, for terminated employees. You can provide a workplace chaplain, for 30 days at your discretion, for free by phone, email or in person. 

​If you're interested in more of the benefits a workplace chaplain can have inside your place of business email me at: dhall@ccchaps.org

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