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A Manager's Guide: How to Lay Off or Terminate Employees
 

A Manager's Guide: How to Lay Off or Terminate Employees

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    A Manager's Guide: How to Lay Off or Terminate Employees A Manager's Guide: How to Lay Off or Terminate Employees Presentation Transcript

    • THE WEBINAR WILL BE BEGINNING SHORTLY with HR Consultant Mike Harvey Thursday, June 2, 2011 from 12 pm to 12:30 pm EDT FOR AUDIO, YOU CAN USE EARPHONES OR YOUR COMPUTER SPEAKERS, OR YOU CAN DIAL IN TO THE TELECONFERENCE - TOLL-FREE: 1-877-669-3239 Event Number: 669 225 154 | Event Password: 1125 NEED HELP? WEBEX SUPPORT LINE: 1-866-863-3910 A Manager’s Guide: How to Lay Off or Terminate Employees
    • Outcomes from Today’s Webinar
      • You will be aware of the implications of poor termination practices
      • You will gain insight into best practices for:
        • Planning terminations and layoffs
        • Conducting terminations and layoffs
        • Managing post-termination considerations
    • What are the Implications of Poor Termination Practices? Planning for Terminations/Layoffs Conducting Terminations/Layoffs Post Termination - What Next? Conclusions
    • What are the Implications of Poor Terminations Practices?
      • Increased
        • legal compliance issues and litigation (time and $)
        • Decreased
        • likeliness of sign-off on termination package (time and $)
      • Negative impact on
        • corporate brand (image, customer loyalty)
        • remaining employees (morale, productivity, engagement)
    • What are the Implications of Poor Termination Practices? Planning for Terminations/Layoffs Conducting Terminations/Layoffs Post Termination - What Next? Conclusions
    • Consider All Options
      • Are there other alternatives? (workforce planning, training, reduced work week, reassignment of duties, job sharing, other cost control)
      • If yes – move sooner rather than later
    • Meeting Location
      • Confidential room on-site
      • Away from employee’s work area
      • Away from manager’s office
      • Additional or dual exit access
    • Meeting Time
      • Earlier in the week is ideal (Tues/Wed)
      • Earlier in the day is ideal
      • Avoid employee birthday or anniversary date
      • Avoid significant holidays
    • Meeting Attendees
      • Direct manager should deliver the message
      • HR or another manager to support the process is ideal
      • Leverage skills and experience of outplacement coaches
      • Define roles and scripts ahead of time
    • What Other Considerations Are There?
      • Will security be an issue?
      • Will medical condition be a risk?
      • Create a termination checklist for network and software access, property, pass codes, voicemail, etc.
    • Your Meeting’s Positioning Statement
      • Be honest – don’t set up the meeting under false pretences
      • “ Mark, I’d like to have a conversation with you about your performance. Can you come see me in the ABC room?”
      • Do not schedule meeting too far in advance
    • Prepare the Termination Letter
      • Should be clear, concise, direct and cover the important details
      • Recognition of service and contributions can be added if applicable
      • Not required to include details/evidence of performance issues or steps taken unless for cause
      • Create a separate financial package
    • What are the Implications of Poor Termination Practices? Planning for Terminations/Layoffs Conducting Terminations/Layoffs Post Termination - What Next? Conclusions
    • Termination with Notice vs. Effective Immediately
      • Depends on the situation
      • In most cases, will be effective immediately
    • Delivering the Termination Message
      • Get right to the point
      • Reinforce decision is final – do not negotiate
      • Be brief, but respectful – 2 to 3 minutes
      • Keep the discussion in business terms
      • Move the conversation along to a discussion of next steps – this will take longer
    • Reactions to Prepare For
      • Shock and denial
        • Allow them time to react
        • Repeat the message if necessary
        • Probe gently to ensure they understand the message
    • Reactions to Prepare For
      • Anger and hostility
        • Remain calm, keep it business
        • Do not argue, debate or take sides
        • Acknowledge their anger but bring discussion back to next steps
      • “ You can schedule a time to discuss it at a later date with xxx/me. However, my purpose today is simply to communicate the decision, provide the package and introduce your career transition coach”
    • Reactions to Prepare For
      • Negotiation
        • Acknowledge their suggestion
        • Reinforce alternatives were considered but decision is final
    • Reactions to Prepare For
      • Relief and acceptance
        • Probe gently to ensure they understand the message
        • Reinforce next steps
        • Inform outplacement coach and HR of “controlled” reaction
    • Consider the Following “Best Practices”
      • Never mention names of others affected or remaining
      • Escort the employee out of the building – they can connect with co-workers and clean up desk at a later date (if applicable)
      • Ensure the employee is capable of returning home – assess and offer alternatives if necessary – leverage outplacement coach
    • What are the Implications of Poor Termination Practices? Planning for Terminations/Layoffs Conducting Terminations/Layoffs Post Termination - What Next? Conclusions
    • After the Termination Meeting
      • Deliver the message to remaining team members
        • They may go through similar emotions
        • Reinforce decision and support employee(s) is receiving
        • Outline how work will be allocated/replaced
        • Outline how calls/emails/clients will be managed
        • Reinforce the importance of their jobs
    • Consider the Following “Best Practices”
      • Be visible and accessible to employees
      • Demonstrate objectivity and empathy
      • Utilize change management resources – HR, EAP, town hall/team meetings
      • Have more senior or other managers “check-in” with remaining employees
    • What are the Implications of Poor Termination Practices? Planning for Terminations/Layoffs Conducting Terminations/Layoffs Post Termination - What Next? Conclusions
    • Conclusions
      • Planning for terminations and layoffs is critical
      • Every situation is different – be prepared
      • Nurture the “survivors”
      • Draw upon resources and experts to reduce your corporate and personal risks
    • Q & A
    • Mike Harvey HR Consultant Humanity in Motion [email_address] 1-416-216-1117 Heather Payne Sr. Marketing Coordinator Drake International [email_address] 1-416-216-1125 (direct) Drake International: Web: www.drakeintl.com Blog: www.drakepulse.com Facebook Page: /drakeinternational Twitter: @drakeintl Our Contact Information
    • Q & A
    • A Special Offer from Drake International Drake would like to offer you a complimentary 15 minute Terminations Coaching Phone Consultation with Mike Harvey.   To take advantage of this offer, contact: Phone: 1-416-216-1117 Email: drakesolutions@na.drakeintl.com
    • Mike Harvey HR Consultant Humanity in Motion [email_address] 1-416-216-1117 Heather Payne Sr. Marketing Coordinator Drake International [email_address] 1-416-216-1125 (direct) Drake International: Web: www.drakeintl.com Blog: www.drakepulse.com Facebook Page: /drakeinternational Twitter: @drakeintl Our Contact Information