Guidance for supervisors
Being laid off or having several changes to a job’s duties, responsibilities, location, pay or other working conditions can be a significant personal loss.
How to break the news to the employee
Much has been written about downsizing, but very little is available on how to break the news to an employee that they will be laid off. Yet this is a critical part of the whole process, and how it is handled could be the most impactful to the employee. Here are some guidelines that can help make things less painful for you and the employee.
Preparing to break the news
Get as much information as you can. Doing so will help you to understand the implications of the situation. Use every opportunity to understand the process. Ask questions if anything needs to be clarified. It will help you respond to your employees’ questions and know where to refer them for assistance.
Empathize with employees. Imagine yourself in the position of the person being affected. Try to view the change through their eyes. Understand that their job loss means not only a loss of income but also the loss of friends, social situations at work, daily routine, security and self-esteem. The uncertainty about the future may also impact their family members.
Personally delivering the message is critical to how the employee feels about their value to the company. Practicing how you deliver that message will help you prepare. Many people find it helpful to rehearse giving bad news to an employee. First, make a list of everything you want to tell the employee so you remember every important detail. Then rehearse the actual meeting with the employee without using your notes. Pick someone (perhaps another supervisor) who can give you constructive criticism regarding your presentation style.
Breaking the news
Inform the employee(s) in person. A straight and honest face-to-face talk is much better than a memo or having someone else do it. Surveys clearly tell us that this is how people would like it handled.
Assure employees that the quality of their work was not the reason for eliminating their position. Explain the economic facts which led to the decision or refer them to someone who can.
Enhance the employee’s self-esteem by pointing out the employee’s strong points and the significant contribution that the employee has made to the department.
Do not argue with the employee about their feelings. All of their feelings are valid and are very real to them. It is common to want to find someone to blame for the situation, and since you are there, expect to feel the brunt of it. When this happens, you mustn’t feel the need to defend yourself by blaming someone or something else. It is best to be as empathic as possible so that when you say you understand the person's feelings, you can really mean it.
Actively listen to what the employee is saying. You will be much more helpful and understanding if you fully understand what they convey.
Identify sources of assistance. Help the employee begin the process of thinking through what they can do to make the best of the situation. Inform the employee of the resources available. Encourage them to contact their employee assistance program (EAP) to help them cope with the loss of their job and other problems this might cause in their lives.
Steps for supervisors
Recognize that this is a difficult situation for the employee and yourself.
Be as informed as you can about what is occurring. If you still have questions, contact your supervisor.
Develop and provide (where appropriate) supportive letters of reference for affected staff. Emphasize the vital points that may help them obtain other employment and enhance their self-esteem.
Review their employee benefits information.
Explain any other employment options the company may offer. Internally, these will be the options that the human resources office will officially communicate to employees by letter.
Follow-up
Do not avoid the employee. Avoidance only adds to the employee's loss. Many employees feel that losing a job is a loss of friends and trusted colleagues. Follow up to ensure the employee takes advantage of resources such as working on their resume.
Be sensitive to the feelings of those employees who have not had their positions cut. They may be psychologically affected by losing security in seeing others leave and wondering if they will be next. Such uncertainty can lower morale and cause a decline in productivity.
Be aware of what is going on with the employee. Encourage the employee to contact the EAP if needed.
Take care of yourself. Know that you certainly do not feel good about this situation, and you may experience some symptoms of stress. You must take care of yourself during these difficult times by eating healthy meals and snacks, getting enough rest, relieving stress through relaxation and exercise and talking and sharing with others.
