Talent Management - January 2009 - (Page 36)

Life After Layoffs Douglas Matthews Workforce restructuring and subsequent reductions are facts of doing business, but however common the practice in these turbulent times, it requires sensitivity, tact, preparation and a formal process. A February 2008 study from Right Management found more than 50 percent of North American employees have changed jobs because of downsizing or restructuring. Whichever process is on-task, separating employees can be an anxiety-ﬁlled experience for the people being let go and the talent managers delivering the news. Further, the decision to downsize is fraught with potential legal, public relations and business consequences. The challenge for talent managers is to handle the process appropriately for those who need to be let go, while holding on to talented and high-potential employees. Whether planning for a restructure or reducing the workforce, talent managers have three considerations: 1. Separating employees from the organization. 2. Helping those who remain to manage change effectively. 3. Redeploying employees to new roles in the company. ticipate a variety of reactions and prepare appropriate responses. A well-thought-out and well-prepared message will provide the individual or group of individuals with concise, succinct information and help all employees feel they were treated fairly and consistently. The severance package must be carefully planned and ready in advance of the notiﬁcation. Prepare a letter detailing the separation package, including the amount and terms of separation pay, continuing beneﬁts and any outplacement or other resources available. Also, line up resources to conduct the meeting, such as a meeting space, a representative from HR or an on-site outplacement consultant. Conducting the Meeting Track the following process for conducting the separation meeting. 1. Open the meeting. Choose an appropriate time and a neutral setting. The separation meeting should last no longer than 10-15 minutes, but allow enough time to deal with any issues, including unforeseen reactions. The meeting should be conducted in private away from the individual’s immediate work area to avoid embarrassment. 2. Announce the separation. Deﬁne the separation clearly and succinctly. If necessary, plan and rehearse how to announce the separation. Present the decision as deﬁnite and ﬁnal in a statement, and repeat as necessary. Present reasons so they can be clearly understood and absorbed. Remember to show compassion. 3. Outline beneﬁts. Explain the separation beneﬁts and outplacement assistance available. These normally include severance pay, continuing beneﬁts, stay bonuses and special help that may be available during this period. Give the individual a letter outlining the speciﬁcs of the separation package along with contact information so the employee can follow up if he or she has questions. 4. Listen and support. Give the individual time to express him or herself. Pay attention to body language, and maintain eye contact. Allow enough time for the Separating Employees From the Organization The most inﬂuential factor in the decision to seek legal or other redress against an ex-employer can almost always be traced back to the separation process. The manager’s role is paramount. A well-handled separation meeting means the manager achieves the following objectives: • Communicates a decision. • Provides facts clearly and sensitively. • Presents the decision as irrevocable. • Offers support and compassion. • Encourages the employee to take positive actions. According to September 2008 Right Management research, 88 percent of companies conduct individual separation meetings, and 84 percent bring in an on-site outplacement consultant. Three out of four companies provide training to managers on how to conduct a separation. Before the Meeting Time should be set aside to prepare what will be said: A script is not out of the question. The manager should an-

Table of Contents Feed for the Digital Edition of Talent Management - January 2009

Talent Management - January 2009 Editor’s Letter Contents Human Performance Leading Edge Learning Connections Integrate Web 2.0 Into the On-Boarding Experience Show ’Em the Money: Compensation Trends 2009 Transition at the Top How Hollywood Manages Talent and What You Can Learn Get the Most Bang With Limited Training Bucks Life After Layoffs Attract Specific Talent Groups Performance Management: Its Time Is Now Helping the Helpers Advertisers’ Index Editorial Resources Full Potential

Talent Management - January 2009

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