There’s no getting around it: Layoffs are painful for everyone involved. Affected employees are the hardest hit. As early as 1967, researchers classified job loss as among the top 10 life stressors and developed the Holmes and Rahe Stress Scale to help medical providers assess patient stress. Job loss remains near the top of many lists of life-altering events, and there are very few Americans whose lives have not been touched in some way by a layoff.
Employees whose jobs were not affected during a layoff, or survivors, experience their own set of reactions, including guilt, anger, uncertainty, loss, and disengagement. Wise leaders know that the impact of layoffs is far-reaching, well beyond the immediate time when affected employees are let go.
Managers who have laid off employees and their human resources partners experience unique stress associated with their roles, and these often go unaddressed. Many managers report that laying off employees has been the most challenging time in their careers. It’s an unenviable, unavoidable part of a manager’s role. HR professionals frequently provide information to assist with decision-making, coach and train managers, develop communication plans, and are present to support both affected and remaining workers. As with managers, layoffs are often the most difficult part of an HR professional’s job.
The following are some things managers and HR professionals should consider as they prepare and conduct layoffs:
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Consider alternatives. Many states offer services and programs that allow workers access to unemployment benefits while working fewer hours. Other options include furloughs, pay cuts, eliminating contractors, and hiring freezes. Exploring other solutions can interrupt or eliminate the need for layoffs.
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Planning and preparing can head off downstream stress. HR professionals and managers can partner in getting ready for communications at all stages. Scripts and talking points can ensure that the message is clear and consistent. As awkward as it sounds, role-playing or practicing out loud helps everyone who will communicate with affected and remaining employees to feel more ready for difficult conversations. Practice also helps to avoid sounding wooden, allowing managers to speak with compassion and respect. Preparation can extend to the smallest details, like having water and tissues, and considering how an employee can get home safely.
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Expect the unexpected. Even diligent planning, well-prepared communication, and thorough FAQs won’t address every situation. Changes in schedules, absences, unanticipated reactions, and challenging questions can take managers and HR professionals by surprise. Having other managers or HR team members as backup can help handle surprises. Sometimes the best strategy is to pause, take a few deep breaths, ask for help, and calmly reengage.
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Anticipate experiencing loss and even grief. Managers and HR pros sometimes must lay off people they care about. These are especially challenging meetings to conduct, and emotions can be overwhelming both in the moment and afterward. It may be more important than ever to practice out loud beforehand to minimize the chances of being drawn into painful and personal conversations. When a favorite colleague leaves, we experience not just the loss of their talents and expertise but also the loss of working with someone we genuinely like.
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Practice and model self-care. Self-care means something different for each person, but it boils down to the same thing: adopting behaviors that support mental and physical health and well-being. Self-care isn’t selfish or self-indulgent. It’s making sure we have fuel in our tank to handle day-to-day pressures. Under extreme stress, some people set aside self-care, probably at the time it is most important. It’s probably not the time to take a vacation or to leave early every day, but purposeful self-care may help you and others navigate organizational turbulence.
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Stay connected. It’s tempting to retreat to your office, either physically or virtually. There will be blame, sadness, and anger directed at decision-makers and HR. But staying visible and available helps managers and HR professionals be a constructive part of solutions to the problems that led to layoffs and gradually rebuild trust. Have meals in the lunchroom, keep the door open and the camera on, and greet people. This may be a great time to ask people how they’re doing and engage in a meaningful conversation.
The economy continues to be uncertain, and the pace of change continues to increase. Layoffs are difficult and sometimes inescapable in a dynamic business environment. Employers Council HR consultants and employment law attorneys can help, and Member Central offers extensive resources, including requirements under the WARN Act and a whitepaper on considerations for planning, preparing, and implementing a layoff. If you have any questions, please email our Member Experience Team.
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