This is a two part article. In today’s article, we are going to review this topic from the management point of view. We will follow up tomorrow with how to receive and act upon the same.

So your company, or perhaps yourself, has reviewed the financial picture and come to the realization that a reduction in force of some size is inevitable. This is not easy news to share, regardless of the size of the company. This is a very real decision that is going to have a real and lasting impact on people’s lives. Sure, decisions are made all the time in this regard, but it never makes it easier on the part of the person who must deliver the message. So other than it being your job to deliver such message, what tips can be shared on how to present it. 

• First of all, understand that decisions such as these should not be shared with others before the employees.

Although I’m not an entitlement person myself, I do feel the one thing “owed ” to the affected employee is communication. Perhaps you have heard of this yourself, where an employee shows up for work to a sign on the door saying the company is insolvent and is no longer in operation. That is rough. This seems to happen more with employers who do not have unionized work forces. In the cases where unions are involved they have a system in place to know the pecking order of who may have to go in these circumstances. That doesn’t make it easier for the affected employee, but they may at least have some forewarning of coming events.

• Secondly-If you are the one personally delivering the message, do not blame others!

Those who have subordinate supervisors or managers that report to them know exactly what this means.

Nothing undermines even the best of intentions than someone saying-”I was told I had to tell you this”, or “Our headquarters/(district office-whatever), says we have to do this. They told me just to read it.”

This approach never works, whether it’s in training or sharing corporate goals, and with something than can have much more impact emotionally, this is a terrible way to convey the message.

• State the facts-

People are not ignorant. You’d have to be living under a rock not to see the effects of things such as the cost of gas, the mortgage crisis or the involvement in military actions have affected each and every one of us. If you are cutting 3 positions because your operating expenses are 17 percent over directly due to increased costs to produce your product, say just that. People may not like numbers, but most do understand them or at least understand that they drive the results for the business, regardless of what business that may be.  I have spoken to other people in personnel/human resource management and they agree that this is key– In most cases, these decisions are not driven by employee performance, and that is what is harder about sharing this news as opposed to just managing personnel.

• If you can offer assistance, corporately or personally-do so.

This is the most professional way to show some compassion. You aren’t expected to feel sorry for the affected employee(s) , although some times that’s tough, no matter who you are. Those in the industry of human resources agree this approach is the most beneficial for a variety of other reasons as well. For instance, in cases where the employment may be affected only temporarily, it keeps the level of trust and integrity where you want it to be. When the opportunity arises for that person to return, there is no air of indignation. So what type of compassion can you offer? If the opportunity arises for an employee to be gainfully employed elsewhere, offer the letter of recommendation. In cases where you or your company offers cross training or even job placement assistance, please make sure the information is given to the affected employees in a timely fashion. I have personally had friends who were losing their positions with our company, but were given the names of companies  doing similar work. 3 of the 4 affected were actually hired by other companies before their final date of service with us.

• Finally, dependent on the size of your organization, make the notification as personal as possible.

If you can, news like this is better shared one on one. This is the only similarity to handling other personnel issues, such as the issuance of discipline. It gives the employee the opportunity to ask questions they may not otherwise get a chance to do. If there are resources to help them, make sure you have them prepared, in the form of hand outs or brochures, at the time of the meeting. And of course, effective mangers understand that the more personal you make the meeting, the less pressure is on you. (That’s because your emotional involvement in these cases is not the same as the person affected.) Let them vent- It does come down to a decision that will impact their lives, and probably their family’s lives.  This type of emotional commitment on your part is healthy for you and the affected employee.

You may not be able to change the message that ultimately needs to be conveyed, but you don’t need to destroy some one’s hopes or dreams in the process.