Employee Layoff Procedures

Delivering job dismissal message is one of the toughest challenges managers’ encounter. The decision process is, as well, hard. Nevertheless, it is quite hard for the affected employee since they are unable to control situation. Managers must consult with authorities regulating employment services before making any layoff decision. During lay off, managers are expected to effectively address negative emotional impact of the activity (University of California, Sanfransisco, 2010). Managers must treat the affected employees with dignity and respect, likewise, the remaining employees. This paper addresses the best lay off procedures, as a guide to managers who constantly meet the challenge.

Pre-dismissal Meeting Preparation

Layoff process starts with communication. Prior to any layoff, managers should create awareness on the possibility of such activity. The information should be formally relayed. Immediate supervisor should be used to convey the message. Before dismissal meeting, circurmstances leading to dismissal should be outlined such as organization restructuring, lack of funds or limited work. A manager charged with conducting dismissal-meeting need to prepare and rehearse dismissal script. The script is necessary to keep him/her in tract during interaction with the employee and ensure all areas are effectively covered. The manager needs to consider:

When the employee will leave the organization, immediately or after ascertain duration. Human resource management should equip the manager conducting the dismissal with the necessary information in regards to dismissal time.
Employees left in the organization should be fully addressed. All employs coordinate, share, and anything that affects their fellow affect their performance in general. Relevant supervisors need to explain the situation to their employee and convince them that their jobs are safe.
Before dismissal, the future of employee is important. A manager should ensure the employee do not suffer in the short due to such actions. The employee should be given information over assistance programs, such as counselling programs to cope with the situation. Additionally, the manager can give possible re-employment tips, available community resources and social support.
Dismissal process attracts negative emotional feeling. Before conducting such a meeting, the manager should select a private and nice place out of privy eyes. It is advisable that a person usually in close contact with the employee such as immediate supervisor is present.
The timing should be either a weekend, a day before a holiday or a day before the employee’s birthday.

The Notification Meeting

Notification meeting should be conducted with immediate supervisor or branch manager. It is recommended that the meeting is done in person. In case a company is needed, the party must be a person the employee is usually in contact with. During Notification meeting:

The manager should keep straight to the point. Most managers make the situation worse by giving irrelevant information or unnecessary apologies. The employee should be given time to go through the letter. Consequently, the manager must conduct the meeting as provided by the script (Hymowitz, 2007).
Not all explanation should give extra information. Explanations should strictly address the employee worry. The manager should keep tight eye contact. During the meeting, ample time should be scheduled to gain the employees composer.
Background information is necessary. It is prudent to make the employee understand that such decision was necessary. The employee should be convince why he became the victim and not another party. The explanation should be straight and to the point.
During notification, a manager must understand the employees’ situation and offer maximum support. However, this should not include feeling sorry to the decision. The employee should out rightly be convinced that the decision is non-negotiable and final.
Dismissal meetings are not a blame game duration. Apologies or blame games are unnecessary. The manager should only address the situation at hand, rather than impress the employee.
Employees emotions situation can throw a manager into strong argumentation or confrontation, one maintain his composer. Dismissal notification is not the best time to argue or criticize.
When delivering dismissal information, listening is vital. The employee should have time to address his/her worries. Listening to a person does not mean giving in to their views. Remember the dismissal decision is never a one-person decision and usually, it is conducted for the benefit of the organization.
During dismissal, employee’s positive contribution in the organization should be highlighted. The employee must be made to feel worthy so that they have courage to look for other opportunities. This the time to inform the employee that he/she has opportunity in the organization, in case, opportunity avails itself.
After the meeting, the manager should document any information that could negatively affect the organization. Some employees will resolve to court actions, distorting the company’s image through mass media or leaking important information to the competitors. The manager should seek better mode of addressing such issues through relevant employment body.
Employees should be handled with dignity and honesty. The manger should encourage the employee to get in contact with available resources i.e. employment assistant authorities. The meeting should not be the final, employee should be allow to organize future meeting in case, they have pertinent issues.

Job Professionalism

Dismissal meetings should be conducted with utmost professionalism. Managers should show empathy (not sympathy) to their employees. They should be good listeners and advisors. During the meeting, the manager should schedule enough time and avoid poor body languages such as fidgeting, checking watch or demonstrating signs of boredom. Just like in the interviews, make the employee feel worthy, so that they do not give up in their next jobs (Hymowitz, 2007). Make the dismissal process look necessary for the organization’s development and not at personal level. The employee should not be immediately exposed to coworkers who will bother him/her with numerous questions.

Dealing with Emotional Reactions

A manager should be familiar with how dismissal decision was reached. Effective communication strategy is vital in making the employee understand the situation. A good manager needs to be supportive to the employee. Give the employee necessary positive hints that will help as he/she leaves the company. Helping an employee should not involve any form of argument. The following are the major emotion reactions and how to cope with them.

When employee starts to cry:

Give him/her a break, before this; provide tissues to help in controlling tears.
Try to give all possible comfort and support, however, desist from making bodily contact with the employee.
Patient is vital, give the employee time.

In some cases, the employee will be drawn into anger. In case of anger:

Anger is a normal emotional behavior. The best approach is to keep calm and listen.
Try to calm the employee. Make him/her understand emotional reactions cannot solve tough situations.
Never be apologetic to employees acquisitions, respond directly and authoritatively but honesty and with facts.
The meeting should be halted until the employee gains his/her composer. A small break can be scheduled this time.

Sometimes employees can go into deep silence during dismissal meeting. When silence occur:

A manager should be empathetic. Silence cannot be used as an opportunity to exploit the employee by laying accusations.
Be a good listener. Give the employee opportunity to express his/her feelings.
Create a discussion environment by asking open-ended questions. This will help the manager evaluate whether the employee understands and appreciate the dismissal decision.

A state of denial is an important emotional reactions. Denials precede stress. When a manager encounters denials during dismissal meeting, he needs to:

Open a discussion through open-ended questions. This will enable the manager identify the problematic areas.
Use convincing language and communication modes that make the employee too understand that you understand his/her situation. Words such, as “I know you can’t believe this is happening to you, ”or“ I do understand the shock this has brought to you

Some employees will resort to issuing threats during dismissal. Whenever threat occurs:

Never become resistant or barricade exit. Allow them to walk out freely if they need.
Remain calm, a manager should never allow himself/herself be drawn into any form of exchange, verbal or physical.
Invite a mediation party of necessary.
Create a calming break and convene the meeting when the employee sobers up.

Compensation to the employee

Following the dismissal, the employee is entitled to full compensation of all money the company owes him/her. In case, the employee had any unpaid earning, all the money will be paid once the dismissal procedure has been concluded. Compensation include all accrued earnings such as vacation payments, leaf payments, hotel accommodation, unused vacation payments and seminar payments. Additionally, standing payments such as commission will be fully paid. Employee will enjoy some benefits for a given set duration such as hospital insurance and house allowance. These will enable the employee to continue seek employment opportunity under minimal pressure (American Association of University Professors, 2006).

Ways lay off affect a company

Layoffs form basic organization restructuring procedure. While its goal is to enhance organization health, layoffs have both short and long-term negative consequences. In the short term, a lot of productive time is wasted in making layoff decisions, conducting meetings and managing employees’ documents. Costs are involved in relocating workers, a signing new duties and training of those that replace the laid off. Usually, the organizations have to build the remaining workers emotion (Brockner, Wiesenfeld & Martin, 1995)

In the long run, layoffs can only be feasible when the organization will never be in demand of new work force. In case of new recruitments, the company will meet a lot of cost in screening the workers, trainings and in appraisals. A lot of documentation time will also be needed, as well as inculcating organization culture among the new entrants (Matthews, 2011).

Layoffs result a lot of compensation expenses. Depending on the State on country, employment policies can make layoffs quite expensive as compared to retaining the workers. Managers will as well spend sizable amount of money in court defenses with both individual employees and their bargaining powers (Matthews, 2011). At times, policies might force organizations to meet so some compensation demands, which might elapse after many years while the employees are nonproductive to the company. Finally, layoffs distort organization’s image before skilled employees and the society in general (Matthews, 2011).

Compensation Gantt chart

Compensations Time in Months

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

Salary Payment

Payment of

Accrued Commissions

Payment of other

Accrued money

Hospital Insurance Cover

References

American Association of University Professors (AAUP). (2006). Policy Documents and Reports, 10th ed. Baltimore: Johns Hopkins University Press.

Brockner, J., Wiesenfeld, B. M., & Martin, C. L. (1995). Decision Frame, Procedural Justice, and Survivors′ Reactions To Job Layoffs. Organizational Behavior and Human Decision Processes, 63(1), 59-68.Florida International University. Layoff Process. Retrieved: http://hr.fiu.edu/index.php?name=layoff_process

Hymowitz, C. (2007).Though Now Routine, Bosses Still Stumble During Layoff Process. Retrieved: http://online.wsj.com/news/articles/SB118272587493646469

Matthews, C. (2011). The Real Cost of Layoffs. Retrieved: http://www.inc.com/articles/2002/07/24434.html

University of California, Sanfransisco. (2010). Layoff Guide for Managers. Retrieved: http://ucsfhr.ucsf.edu/index.php/layoffguide/article/2496/