This year has kicked off with quite a few re-organizations and RIFs from entry-level to executive level. My sincere apologies if you are one of those now suddenly in transition.
In my line of work, you tend to hear all the nitty gritty details of how notice was given, how departures are structured, and all the subsequent communications and actions.
Some companies have well-thought out, robust plans that demonstrate respect for their people.
Others are inexplicably abysmal.
Letting employees go is never simple. I’ve had to make those choices personally, and I’ve worked with client companies as they face into the enormous challenge this process presents.
Here are a few thoughts on how to get it as right as possible considering the circumstances:
- If you’re cutting to manage costs and have some solid performers on your separation list, identify other internal openings they could reasonably be a fit for. Share the job and compensation info and let them determine if this is an opportunity to pursue (without guarantees, of course). Even if the pay is a little less or the person isn’t 100% qualified, you might be able to retain an engaged employee with business and organizational intelligence who can add value in another area. Case in point: Someone I spoke with recently said they would have happily taken a lower-level role because they needed to downshift in order to balance some new elder care responsibilities. They never knew a good position was open – they were only told their job was gone – yet they had been told they were on the Hi-Pot list that year.
- Provide some degree of notice – even if it’s just a few days. It’s mentally and emotionally jolting to walk in to work in the morning and be walked out immediately after learning your job’s been eliminated. Unless there are legitimate personnel or other security concerns, giving employees time to adjust, gather up their things and say their goodbyes will demonstrate your company’s humanity while keeping the affected individuals’ dignity intact. Afterall, we typically accept a 2-week notice resignation. Why not give 2-weeks notice? Trust them, don’t treat them like criminals.
- Again, if performance was solid, offer to include thoughtful references before the departing staff even need to ask. Several years ago, a client called for guidance on how to best handle separating a high-performing leader from his team once it was decided they wouldn’t be part of the new org structure. Among other things, we developed a document that included the boss’s reference, a few testimonials from key stakeholders and a confirmation from HR that the separation was not due to performance issues. This was reviewed and approved by legal and printed on company letterhead. That was a first for me and, WOW, what an impact it had! Instead of walking out feeling helpless, that employee walked out with optimism, pride for where they worked, and the knowledge that their colleagues truly cared about them.
- Barring any security, privacy, intellectual property, or other legitimate concerns, provide those who are leaving with sufficient time and opportunity to transfer contact lists and calendars. Few people keep separate address books and calendars. Right or wrong, most use their work Outlook for everything. Shutting down their access could mean erasing important personal information, which can amplify fears, anger, and the sense of overwhelm that already comes with these situations. Why poke an already emotional bear if you don’t have to? It’s not good for anyone.
- As we’re seeing today with Facebook, don’t insult or disparage the people who were selected for a RIF. Don’t make public statements that could be construed as such. Businesses go sideways, numbers are missed, and tough calls have to be made. We get it. But publicly stating it’s happening to clear the house of non-performers is not only shameful, it’s a bold invitation over a loud speaker to anyone RIF’d to call their friendly neighborhood lawyer to explore wrongful termination or defamation. Not to mention, you’ll look incompetent as a leader and others are unlikely to want to work for or with you.
- Tell them directly as soon as possible. A neighbor told me her son arrived to work in December to find his ID badge wouldn’t open the doors. When he walked in with another colleague, his badge wouldn’t get him through the security bank. He called his boss, then HR, and then a friend who worked for the company to find out what was going on, to no avail. All told, it took him nearly an hour of making calls from the parking lot to reach someone and learn he’d been downsized.
Finally, these conversations and situations are uncomfortable, awkward and painful for pretty much everyone.
You can ease that by preparing yourself mentally, emotionally, and with your message. Plan to deliver the news with empathy and in a way that honors the person’s dignity. Sit with them for a moment and acknowledge this is difficult. If you focus on THEM, then you’ll do a better job of handling a situation nobody wants to be in.
If you’re a leader who needs preparation support to deliver a separation message, or if you’re a manager or executive who has just been released and could use some directional coaching, please reach out. I’m happy to help you navigate these waters.