Downsize With Dignity


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When you have to terminate an employee, you can do so in ways that respect their dignity and leave your remaining staff members with a sense that you've handled things professionally and sensitively.

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Downsize With Dignity

  1. 1. Employer & Recruiter Tip <br />DOWNSIZE<br />YOUR <br />STAFF <br />WITH<br />DIGNITY<br />Mark Swartz, <br /> Career Coach<br />
  2. 2. .<br />1<br />WHY DOWNSIZING<br />WITH DIGNITY<br />IS IMPORTANT<br />
  3. 3. 1. WHY DOWNSIZING WITH DIGNITY IS IMPORTANT<br /><ul><li> Letting go of loyal staff is never easy. However the way you do it will affect not only the employee you are terminating, but also all of your remaining staff
  4. 4. If you dismiss an employee in a way that seems harsh or uncaring, your other employees will wonder if they’ll be treated in the same way
  5. 5. This can lead to a decline in morale and a climate of fear
  6. 6. Meanwhile the laid off employee may act as a “negative brand ambassador,” spreading the word about your insensitivity to others</li></li></ul><li>.<br />2<br />HOW TO <br />DOWNSIZE<br />WITH DIGNITY<br />
  7. 7. 2.1 FOCUS ON THE PERSON’S NEEDS<br /><ul><li> The three main immediate concerns of someone you have just ousted tend to be as follows, and should be taken into account in how you structure your dismissal process:
  8. 8. How do I leave the premises with some measure of self-respect and with the information and materials I may need to help me in my job search?
  9. 9. How will I afford to stay afloat now that I’m unemployed?
  10. 10. Will I get a good reference from you?</li></ul>Your own boss will be watching to ensure you have the moxie to pull this off and do it in a way that doesn’t leave the remaining employees in a state of stark terror or total disillusionment<br />
  11. 11. 2.2 TREAT DISMISSAL WITH PROFESSIONALISM<br /><ul><li>Make sure you’ve had the employee’s severance package vetted by an employment lawyer and that it spells out, in detail, exactly what the package offers as well as the date it must be signed off by
  12. 12. Provide outplacement consulting as part of the severance to help mitigate potential liability in case of lawsuits
  13. 13. Plan to hold the termination meeting at a time and location that will not parade the employee through the premises at a peak period (before work starts or just after the workday ends)
  14. 14. Avoid letting someone go late on a Friday, when they will be unable to reach out for legal or other advice that they may need to help them cope </li></li></ul><li>2.3 MAKE IT QUICK AND HUMANE<br /><ul><li>Keep the termination meeting short and to the point. Stick to a script you’ve prepared beforehand. Try not to let emotions get in your way. This is not to time to get into messy personal discussions or say things that could come back to haunt you later on
  15. 15. If there is any concern for safety regarding the employee you are dismissing, make arrangements for security to be waiting close by. Better safe than sorry
  16. 16. After the downsizing, you might consider holding “town hall” meetings or conducting “survivor workshops” for remaining employees, especially in the case of larger scale downsizings. At a minimum, make sure you issue an appropriate departure memo to staff and anticipate the kinds of questions you might be asked</li></li></ul><li>more on this topic:<br />Downsizing Your Staff Diplomatically<br />more Employer/Recruiter/HR advice:<br /><br />join us on:<br />