Telling an employee they are losing their job is never an easy conversation. And there are some definite do’s and don’ts.
Outlined below are some key points I share with my clients about how to handle these tough conversations. How to make the best of a bad situation, ensuring the layoff conversation goes as smoothly as possible, balancing the employee’s needs with the business’ needs, while maintaining compliance with employment laws and regulations.
1. THIS IS NOT ABOUT YOU
First, greet the employee and thank him for meeting with you but avoid small talk. Explain the reason for the meeting. Acknowledge this is a difficult conversation but don’t talk about how hard it is for you as their manager. This is much harder for the person on the receiving end of this bad news. Don’t diminish how hard this is for them, by commenting on how tough this has been for you. The only person who should be talking about how awful this is the employee! The employee is allowed to cry, you aren’t. Remember this meeting is about them, not you!
2. STICK TO THE FACTS
Share with him the reasoning behind the decision but don’t dwell on it. For example, acknowledge that this year is a difficult year. Highlight the implications of COVID-19 on the business. For example, if revenue numbers are down or you have lost key customers, state this. Explain that due to these factors and the impact on the budget, the decision has been made to eliminate the position. If the decision is also motivated by an employee’s performance metrics, and the employee has been given that feedback prior to this meeting, you can say that as well. Mention that the employee hasn’t consistently been meeting job expectations but don’t dwell on this. Be clear, but kind. And don’t over-explain. This isn’t a performance improvement conversation, that time has passed. Assure him this decision to eliminate his position wasn’t made hastily. But ultimately is the right decision for the business.
Remember this should not be a lengthy conversation, generally 15 to 20 minutes. The longer you talk the more mistakes you can make, say things you shouldn’t, step outside your area of expertise, make promises you or the company can’t keep.
3. BE SUPPORTIVE BUT DON’T DEBATE OR NEGOTIATE
Discuss the details including effective date of the employee’s separation. If you are providing a layoff letter or separation documents share that with the employee and go over it in detail. This termination letter isn’t required in NC and SC, but is in many other states. If you do choose to provide the employee with a separation letter, please just stick to the details of the separation. Many times, the employee is in shock during the meeting and may not be digesting the details of the separation, follow up with employee in a few days to see if he has any questions regarding his separation.
Remember to be supportive but you are not acting as their counselor. Don’t make promises or commitments.
Remember don’t give advice outside your area of expertise, including unemployment. The granting of unemployment is between the employee and the state unemployment office. Therefore, you should simply state the employee is eligible to apply for unemployment benefits.
And finally, discuss next steps, such as final paycheck, collection of company equipment, PTO payout, references, benefits etc. Be sure to check applicable specific state and federal rules around final paychecks, PTO payout, references etc.
Remember to acknowledge the employee’s contributions, his efforts and how he’s added value.
For more information, insights and advice, email me at Elizabeth@BrackettHR.com and follow me on www.linkedin.com/in/elizabethbracketthr