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

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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