Layoffs with Heart

How did laying people off turn into such a disaster?  When did this most difficult task get askew?
As we are watching thousands of people get laid off throughout America and the world we are finding out that the layoff is only half of the trauma for the people leaving their organizations.  Overzealous, fearful people are convincing CEO’s that the best way to do this is swift, fast and get back to business.  The long term affect of how this is being handled is not being considered in many cases with a sad result.  People are being rushed out the door or dismissed as “just one of those things” while at the same time creating incredible trauma in the lives of those departing. The fact that they are humans, with hearts, minds and spirits that can easily be crushed in the rush to clean them out of the organizational system is often not entering into the equation.
Marching people out the door like criminals is not necessary to accomplish an efficient layoff.  It is important that CEO’s know they are in a position to see that layoffs are done with heart.  Human Resource people have been badgered for years by their professional associations on how not to have an incident or be sued. These efforts to avoid a problem sometimes overshadow the heart that needs to be considered as well.  Good Human Resource professionals temper good advice, with good sense.  Finance people are very concerned that the books balance sometime soon and lawyers are feeling obligated to be sure there is not even one suit.  Operations people are finally removing the “non-performers’ without having to actually tell them they are non-performers.  These three positions can sometimes get “pushed” by the business need they oversee to move too quickly.
On another side unless it really makes good business sense AND is acceptable to the employee, be careful about making them sit in their chairs for 60 days after being told they would be laid off.  Too often this creates an atmosphere around the person who is leaving of pity that is very hard for the person waiting to leave.  In other cases, this is not a problem, so work with individuals to be sure of what is best for them.
CEO’s need the facts about layoffs from a perspective that goes deep into the organization and not just people close to the CEO.  The traditional executive team approach may need to be tempered with the inclusion of many managers and other personnel on the lines. Also having an outside view such as a Situational Specialist or Coach can give you more perspective.  Here is why that is important.
A.  Start with all the hard work that goes into avoiding a layoff.
When and where were the 101 ways we can avoid layoffs done by your team?  Did you involve the whole organization in finding these solutions?  If only your management team was involved, did they answer the questions from the point of the good for the whole organization or to protect themselves?  We have seen companies ask employees to take an extended holiday.  Some asked employees to take pay cuts.  Many companies have gone to a four day work week. What positions don’t need to be filled?  Do we need to increase the level of performance expected and let non-performers move to other positions or on into another career?  How can we save on everything from paper to heat?  How can we purchase more wisely?  Involve your employees asking them for their ideas.  They can help, don’t hide from them. Find outrageous, creative, good ways to reduce expense.
B.  Next if layoffs are still on the agenda, look at how you will “honor” people who are now unemployed because of you.
The people who are leaving your organization may have worked for you for six days, six weeks, six months or six years.  The length of their service with you does not make them any less human.  They are people, with spouses, children, mortgages, health payments, college tuitions and much more.  They FEEL.  Sending them out the door surreptitiously so they won’t make a scene, so they won’t upset the rest of the team, so they won’t steal something, so they won’t take out their anger on people or furnishings is unconscionable.
These employees are hurting when they get the word, “Why me?”  “What did I do to deserve this?”  “Why is there no money, but no one has been asked to take a pay cut?”  Legitimate questions, why pretend that they are not?  Of course they will be angry and hurt by your decision, but to not let them legitimately grieve this with you and your organization could be even harder for them.
C. Check out your layoff plan to see what is really going on.
First and foremost, if your managers are using this as a time to get rid of the “deadwood” or “non-performers” this brings shame on your company.  The inability of management to confront poor performers or underachievers before the layoffs occurred shows a lack of skill in some of your management team and does not bode well for the future of your organization.  If you want to fix this, try this exercise on for size.  One month before annual performance reviews, (or once a year if reviews are on anniversary dates), ask your managers to provide you with a layoff list.  Have your managers tell you if there were to be a layoff in the next 90 days who would they send out the door first.  Then have them do their reviews and compare the information in those reviews to the annual layoff list.  If they have not informed these underperformers of their problems in the review and scheduled follow up meetings at least two or three times with the individual, take a good look at the capabilities of this manager and take action.
D. CEO’s should be in all layoffs whether it is 5 people, 500 people or 5000 people. 
CEO’s need to be at layoff meetings. I believe most people have good hearts and making the decision to lay people off is the most painful thing a CEO can ever do, other than shuttering the doors totally.  When I hear them say they are hurting I truly appreciate how hard this is, but it is important to the people leaving and the people staying that the CEO has a presence through this entire exercise.  It should be a policy in your company that no layoff can occur without the CEO present.  The best way to honor an exiting employee is to show them you care.
E. Exit your people with honor, class and empathy.
F. The idea that people are emotional and will do irrational things if allowed to be in and around others in the workplace after their layoff is an absolute reality.
But what is more of a reality is that treating rational people like lepers or criminals could actually create irrationality that wouldn’t exist in a more humane setting.   Enveloping people in the warmth of caring and compassion that fellow employees can give to them is the best thing you could give them going out the door.  Letting them know they were respected as colleagues and respected for their work, (no matter the performance level, because after all this is a layoff now, not a termination for performance).
When the CEO and manager meet with an employee they should give them the courtesy of saying, “How would you like to exit the company?” and then outline several options for them.  Knowing that security is an issue these options can work with those security measures in place but without making the person feel like they are a criminal.  How would you feel if someone said to you, “You are now being laid off and oh by the way, we can’t trust you not to send a nasty hate email so your system is shut off and a security guard will walk you to your car.”  Do you deserve that?  Do they?  So how do you do both protect against that nasty email yet make the person not feel like a criminal? 
In the options that are presented you talk honestly about the emotions that a lay off brings out in all of us. You indicate that computer access is unavailable at the moment, but you will allow them to work with who will now cover their work or their manager to see what needs to be dealt with and the best way to do that.  Honor them for the information that have and can give to you to make this a smooth transition.  If they want to wish their staff or other colleagues’ farewell they should be given a way to do this.  Closure is crucial.  If they want no part of you and your organization anymore then ask if they would like to leave the premises immediately and return at another time to collect personal items.  If they say no, I want my stuff now and I want out of here now, then sending along an escort while they clear their office is appropriate.
If you need them to work with you to finish a project negotiate the best way to do this, possibly allowing them to work from home.  Figure it out on your own if you have to, but the idea of people having to continue for another 30 or 60 days sitting among their peers, who get to keep their jobs, is great for the money but can be cruel for some people.
G.  The employee meeting announcement should come earlier not after.
The employee meeting or announcement about layoffs is now being touted as something that should be done once the layoffs are complete.  WHY?  If you are going to do layoffs, then say so.  When you work behind the scenes, lay people off then go in front of everyone and say, sorry, you know we had to do this; you have ruined your credibility and loss the trust of those remaining. You have told them, without meaning to; get ready for our hidden hammer any time in the future.
Am I suggesting you scare people to death with this long before you make your move, absolutely not.  But once you have decided go public, say layoffs will be done in the next 24 or 48 hours and we ask for your cooperation and support for the people we will have to notify.  Let your employees help their colleagues through this difficult time.  If they shed tears, let them.  Crying is healthy and cathartic.  This is the death of a job and people cry at funerals.  If you see anger building or being given off by someone, pull them aside and change how they will exit and explain that you can’t have the anger in the workplace, just as you would at any other time.
H. Use real, quality outplacement services and help these people in every way you can.
Don’t insult your people by saying things like, “We have EAP.”  Employee Assistance Programs are not outplacement organizations most of the time.  If they have added this to their services recently, validate that it is a full and experienced team that will work with your people. EAP’s have a valuable role in offering moral support around the layoff.  Encourage people to use them for the right purpose.  Honor your people with a good outplacement organizations or individuals who will truly care about your people and who will be devoted to helping them become employed again.  Check out the references and be sure the outplacement people you use are successful at what they do.  Outplacement pros know how to handle everything that comes after the layoff from potential violence to depression.  Look for thank you letters to the outplacement professionals from people who have helped in the past. Heart is critical at this time
Finally, CEO’s have hearts.  Do not let people give you advice if your heart is telling you that it doesn’t feel right.  When in doubt about anything that is being planned around a layoff, look in the mirror, take the seat of the person being laid off and ask, “If this were me, how would it feel?”