Communications Can Reduce Layoff Stress

Although the tendency may be to communicate less with employees during times of layoffs, the right thing to do is to deliver consistent messaging throughout the process.  

Layoffs are a difficult time for all employees. Everyone is affected. Managers implementing the layoff may be stressed, employees getting let go have a range of emotions and issues, and everyone else is saddened from seeing co-workers leave and are also worried if they are next. 

Planned and coordinated communication steps may alleviate some employee concerns while helping managers effectively manage during layoff process.

Here are a few to consider:

1. Inform all leaders in the organization of critical layoff information including dates, selection process, number of employees affected and how the layoff will be implemented.
2. Educate front line managers of the layoff, including important dates, confidentiality criteria, talking points they can use to address their employees during and after the layoff, and how gaps will be filled after the employees are gone.  
3. Hold training sessions for those who will be laying of employees. Provide the rationale for employees chosen to be let go, what each employee will be provided and how to answer the tough questions. Also include manager support information, such as participation by human resources and/or senior leadership.
4. Employees who are asked to leave should receive information on the reason for the layoff, unemployment pay instructions, benefits continuation options and any other pertinent benefits information like stock options and 401(k) plans. All information should be provided in writing.  This can be an emotional time and it's easier if they have information they can review later.
5. Address remaining employees with a plan for the future of the company. Give them information on how they are part of the vision and what they can do to see the organization prosper going forward.
6. If applicable, contact clients and customers with any changes to their company contact. Arrange introductions so that the transitions go smoothly. 
7. Keep communications flowing with employees so they can address any future gaps that may arise in getting work done. Sometimes things get uncovered later that have to be addressed so that the work flow doesn't get interrupted.  

Layoffs are emotional and organizations need time to heal afterward. Management should be prepared for lingering questions days or even weeks after the event.

Ongoing, honest communications with employees can get everyone back on track and engaged.

Comments

[Bridgett]

Having laid off more than 100 people in my career, I think this is very valuable advice. I have tried both approaches -- shielding information unless absolutely necessary and being transparent and open. I have always found the latter approach works best. Even if the news is bad, employees would rather feel informed and not surprised.

[Karen]

This article is very good timing. These last six months have been some of the toughest months for HR and line managers. Laying off employees is never easy, but communicating and showing some compassion can go a long way.

[Bruce]

Compassionate communications should be a staple of HR. Bad news is more difficult to deliver than good news, but it is the good practitioners who understand this and know how/when to deliver it.