Strategies for Managers and Supervisors During Downsizing

Preparing for the Notification Meeting

Review the personnel file for each employee affected by the layoff. Determine if any of these employees has a history of violence, outbursts, etc. If so, plan to have on-site security on notification day.

Fully understand the companys reasons for the downsizing and how these particular employees were chosen.

Review your anticipated feelings. Talk with others about your feelings regarding the layoffs and of being a notifier. This can help you to establish some level of comfort with this difficult task. Don’t avoid your own feelings as this can lead to coming across as cold and insensitive in the meeting.

Recognize that it is neither your fault nor the employees fault that he is being laid off.

Plan your meeting. Organize your thoughts and outline the major points. The more prepared you are, the more effective the meeting will be. Rehearse your response to various questions or reactions. Have the telephone numbers available for key resources such as security, human resources, EAP, occupational health, etc.

The Notification Meeting

Establish the tone of the meeting and stay focused. The goal of this meeting is to break the news while allowing the employee to maintain self-esteem.

Speak deliberately and calmly, allowing pauses for the employee to interject his reaction. Listen to and acknowledge the employees feelings. Be direct but empathetic. Show concern while remaining professional.

Explain the rationale by which employees were selected in a simple, direct manner. Stay calm and do not become defensive. Don’t engage in an argument over the correctness of the decision.

Expect disbelief, anger, shock and tears. Don’t try to change these feelings for the employee during this meeting. Efforts at this may only serve to escalate the frustration level. Acknowledge the employees feelings and be sympathetic to his situation.

Watch the employees body language to see if she is listening.Is there eye contact? Does she seem agitated? If you do not feel that the employee has comprehended the central message, repeat it.

Provide the facts about the benefits that will be available for the employee such as severance, medical benefits, outplacement, and EAP support services. Provide all of this information in written form, as the employee may not be able to absorb it at this time. The employee will need to review the materials over the next several days.

Employees who ask reality-based questions about the available services and about their benefits are showing signs of acceptance. Employees who do not do this may be in the denial phase and may be more likely to react with anger and/or violence. Take note of each persons reactions during the notification meeting and during any subsequent contacts.

Focus on the positive aspects of the employees future. Encourage use of the available services that have been provided by the company.

If appropriate, close the notification meeting with an offer to have the out-placement and/or EAP contact the employee at home. Be sure to notify these services if they need to make this call to the employee.

After a Downsizing

Whenever possible, employees should have advance notice of the impending downsizing, the rationale, the timing and the process by which decision-making would occur. Provide opportunities for communication by scheduling meetings with small or large groups, allowing time to answer questions. Too little information will encourage rumors, which often produce more anger and frustration.

Have follow-up meetings with employees after the layoffs have been announced restating the rationale for the downsizing. Managers need to be available to their employees during this time to show support and curtail rumors. There may be a tendency to want to avoid victims during this period but avoiding staff can make them feel more isolated and rejected.

Reach out to higher performers. This employee group can be at the greatest risk of leaving the organization following a downsizing. If possible, involve them in the changes and acknowledge their importance. These employees can have a positive influence on more vulnerable workers.

Prepare employees for the recovery period after any significant change in workforce. Make it clear that you understand there will be a period of adjustment and that you will be there for support.

Often after layoffs, workers may need to be reassigned or entire departments may be reorganized. Allow time for the remaining employees to vent their feelings while keeping focused on moving forward.

The remaining employees will react to how the downsizing was handled and if they feel the company was fair and compassionate to their former coworkers. If the process was perceived as being fair, then old tensions can be overcome and new connections to the organization can be formed. If the downsizing is not handled effectively, the remaining employees may become divisive and resentful, creating an atmosphere of hostility.

Do not promise that downsizing will never happen again. This can generate suspicion and mistrust.

Individual managers cannot provide the entire resolution to the feelings and issues created by downsizing. By showing concern yet remaining professional, you can help rebuild trust and promote teamwork with the remaining employees. How the company handles a downsizing becomes a powerful message about how much they value its workforce.