Layoffs can be painful for everyone involved. It is painful for both the supervisor and employee to lose someone who they hired, trained, and expected to be productive. There is no situation where a layoff can be a positive one. However, there are ways you can approach it with humanity and empathy.
We know that it’s a business decision, but it’s also personal for the employee who is being laid off.
Consider each person and what you can do to make them as comfortable as possible. Consider a virtual meeting if they are used to working remotely or have a long commute. In-person meetings have always been viewed as superior, but in today’s flexible workplace, some employees may be unhappy about being asked into the office only to be terminated, and then driving back home. If you are having the conversation in person, consider the location. You don’t want the employee to have to pass their colleagues on the way out. Offer to ship the personal items to avoid the public packing. Your choices should be tailored to the individual.
It is best to have HR on hand and allow the employee some time with them after the supervisor has delivered the news. This will give him or her the opportunity to ask any questions they might not be comfortable asking over the phone. Consider contracting someone to help you in the event that layoffs affect more than just a few employees if your company does not have an HR department.
If so, does your plan cover benefits until the end the month following termination? Consider planning your separation at the beginning of the next month to ensure that the employee can continue to receive benefits for the remainder of the month. Not all companies can offer lucrative separation packages. A week or two remote transition time, in addition to severance, can help the company transition and give the employee more time for job searching.
Let the other person know that the conversation will be difficult to begin with. This will give them time to prepare themselves for the bad news. You may feel disingenuous if you start the conversation by talking about the weather or sports and then move on to the subject at hand. You can tell an employee that did a good job, and made a significant contribution that you value their work and that their layoff was not because of their performance. It can be important when the employee later reflects on what happened.
Communication shouldn’t stop after termination.
Expect that it will be difficult to absorb the news of your loss and remember what you have heard about next steps. After the meeting, commit to sending the details via email so they can review the information whenever they’re ready.
Prepare a separation package that includes all the information someone may need after separation. They’ll want to know how to access their W2, rollover their 401k and how long they have their benefits active.
The impact of layoffs goes beyond those who leave.
Employees should feel safe to offer support and care to those who are impacted. Tell stakeholders that you wish them well, and that anyone who wants to reach their colleague can do so.
During times of uncertainty, it is difficult to make promises of safety. Employees will often ask, “Is this it?” In times of uncertainty, these are difficult questions and you should take care when answering. It would be a terrible thing to promise that there won’t be any more layoffs and then have someone else terminated or laid off. It doesn’t matter if it was a performance-related termination, if employees believe that the leadership has broken their promise they will lose faith in them.
Encourage leaders to talk with team members personally about their feelings. You want to know from someone you can trust when you’re feeling uncertain. This will require the guidance and support of senior leaders. Senior leaders need to be role models, and their leaders then should do the same. Tell the most important players in your organization that their contribution and role are vital. Explain why certain groups were reduced or eliminated if appropriate so that employees understand the reasoning and can decide if it gives them comfort.
In general, employees who remain in their positions are required to take on additional tasks. Be careful. Talk to your employees about the workload they are facing and involve them in finding a solution.
Sadly, most people learn the hard way “what not do” when it comes time to layoffs. However, by doing research and reading feedback from employees, you can gain a lot of insight. You are more likely avoid major pitfalls if you plan and lead your layoffs using empathy and compassion.
The post Blog: Quick Tips to Demonstrate Empathy when Layoffs first appeared on National Cannabis Industry Association.
