How to Communicate Effectively in Downsizing conversations
Be prepared
Firstly, whenever possible, if you are the person who has made the decision to let someone go, it should be you to tell them. Don’t delegate this task. You are the person who understands the specific reasons for the dismissal, the potential impact it may have on the employee as well as how best to support them moving forward. Before you have the conversation, plan what you are going to say.
1. Get clarity on the real reasons you are letting this person go. Make sure you can articulate these honestly and clearly.
2. Anticipate employee concerns, in particular with regard to support for career transition, severance packages such as there may be.
3. Look forward to the organization’s future direction; structure the message compassionately and professionally.
Speak with Empathy and Respect
When they get the news, employees are likely to experience a range of emotions – I once had someone shaking uncontrollably as I dismissed them, others have burst into tears while others still have been unemotional and instantly turned cold towards me. Shock, anger, upset, anxiety – all of these are normal, expected emotions. Your ability to approach the conversation with empathy, therefore, is crucial. Demonstrate understanding and concern, acknowledge the employee’s contributions and express gratitude for their efforts. Focusing on your appreciation for the person invites them to maintain dignity and reduce emotional distress.
Speak honestly and transparently
Do your best to avoid corporate HR speak. Employees deserve to know the real, transparent reasons behind the decision you have taken – be it financial constraints, an organizational restructure or the conditions of the market. Be clear, provide explanations based on facts and truth. Being up front about the next steps, including timelines, severance and support helps to reduce gossip. Instead it invites trust.
Give time for employees to process the news
Even if the news is not entirely unexpected, employees need time to absorb the information. Allow space for questions and for them to express their concerns and even upset. Be sure to listen properly. Don’t jump in with further excuses or self-justifying explanations. You need to create a space where employees can discuss their thoughts. If necessary you can also offer follow-up meetings or one-to-ones (if doing the dismissing in a group setting). Once people have had time to process they may think of different questions. Don’t rush this process, no matter how uncomfortable it makes you.
Provide practical support and resources
You might consider offering newly-unemployed ex-workers some resources – for example, resumé-writing workshops or emotional support programs to ease the transition out of your organization. Providing these resources demonstrates that you and your company value your employees well beyond their tenure with you. You could even explore redeployment possibilities within other areas of the company, if this is feasible.
Remember to maintain open communication with the remaining employees
It is not just the employees who are laid-off who are affected by downsizing; it also impacts the remaining employees. Indeed, they may become insecure about their own jobs. You need to address these concerns proactively and reinforce your commitment to your team and work hard to ensure that morale remains positive.
Over the course of my career I have laid off many people and it’s never a nice thing to do. However, done sensitively, clearly and confidently it can be navigated successfully. Sometimes it has to be done, and when things have to be done, it is incumbent on you as a leader to do it. Doing hard things, after all, is something that defines leadership.