HR has moral responsibilities beyond paperwork.

Layoffs: HR departments are not staffed for a layoff

HR gets a bad rap when it comes to layoffs. Unfortunately, I have led HR teams through layoffs. I have posted several times about what individuals should consider if they don’t survive layoffs. Today, I will share steps HR teams should consider when conducting layoffs.

As hard as a layoff is on the exiting employee, layoffs are also hard on the HR team. This isn’t an excuse; it is a reality that most employees miss. HR makes the calls, bears the brunt of angry, frustrated employees, and still needs to remain professional. These departments are short-staffed this day. HR departments are staffed for project work, occasional one-on-one conversations, and running reports. Understaffed HR departments need to make sacrifices on what they will and will not do during a layoff. Sacrifices depend on available resources and time. Most HR departments are aware of which steps and processes to omit. These omissions are seen as incompetence from the outside. 

Communication is key

When we prepare for a layoff, we consider internal and external communications, processes, severance budgets, timelines, manager scripts, and messaging for employees who remain, to name just a few.

We work with the internal marketing team to put together a timeline of events starting 2-3 weeks out. These meetings include the payroll, benefits, legal, and HR departments from all offices and countries. We list the task, time and time zone required for completion, the owner, and the status.  A few weeks out, we will review this 2-3 times a week and keep everyone on the team updated. 10 days out, we meet every day. them

Confidence in the process

I am a big believer in confidence and how confidence affects performance.  HR will be less nervous on the big day if we are prepared, know we have done everything we can, and don’t have any loose ends or questions. We have practiced and rehearsed, and know the steps. HR has eliminated doubt, and the employee experience is better.

Of course, things will come up at the last minute, but it is easier to make adjustments when there is a shared timeline.

Hopefully, this post will do two things:

• Give other HR teams ideas so the employee experience is improved
• Let those affected in a RIF know that, out of respect to those who are leaving, we did our best.

Some thoughts I share with the HR team:

Everyone has permission to ask the same 10 times if needed

The goal is for everyone to be comfortable and confident in the process. I don’t expect anyone to like it. There is a lot to keep track of. We work with teams across different time zones, countries, and departments. I stress at every meeting that everyone has permission to ask the same question until they understand the process. They also have permission to question the process. This may be new to some, so everyone may ask the same question repeatedly in the same meeting and the same week. It is important that there is no confusion. Ultimately, we want the experience for the exiting employee to be as “Least Shitty” as possible under the circumstances. We want the folks staying on to feel as confident about the future as they can.

Show empathy for everyone, don’t feel sorry for anyone

No one wants to conduct a layoff. I think it is an honor to be entrusted with a company layoff. 

The goal is for employees to retain as much of their dignity as they had when they joined. Layoffs are not the fault of any one individual contributor. 

HR should show empathy but not feel sorry for anyone. Most appreciate the former, and no one wants the latter.

If HR handles this conversation professionally, the interaction will be much better. Nervous laughter, uneasiness, and uncertainty about the process will all lead to a “More Shitty” experience for those exiting. This is when the employee needs the most coaching and assurance.  

Make it as easy under the circumstances as we can for the exiting employee

Make employees feel as comfortable as possible, given the circumstances. Provide contact information, answer questions as if it is your first time (not the 50^th), and show grace. Most employees early in their careers have not been laid off and will have many questions. Employees may have family at home. The family will have questions, and the more answers and assurances the employee can provide, the better the experience. Some demographics will be hesitant to ask questions. 

How do you work in HR? I could never fire someone?

Reductions in force are probably the hardest time for an HR team. Most HR professionals entered HR because they wanted to take care of employees. I want to take care of employees, but ultimately I want to take care of the company and its shareholders. When HR folks who are early in their career have doubts about making the calls, I remind them of the following:

The decisions about who goes and who stays are not personal. The company is looking at roles and responsibilities.

I would like to clarify that we are looking at individuals. The company can not afford to look at individuals. If we were to look at individuals, we would retain all employees. HR does not make the decisions on individual people. Executives are assessing which roles and responsibilities the company can do without. If a department has 10 developers, can the company operate with 7?  

How HR makes a difference

I remind HR employees who feel the conversations are too hard:

HR determines how good or bad an experience employees have when leaving the company. HR determines how confident those who remain will feel about the company’s future. No one wants to let any employee go. HR can make the situation less shitty.

Help with the next steps:

HR can help folks through the next few days and set them up for the transition. Reductions in force are not just about ensuring employees receive severance and benefits and know how to move their 401(k).

HR can give an employee confidence by reinforcing that this was not about skillsets or contributions. Taking the time to help employees with resumes and mock interviews can build confidence in candidates. 

These small gestures give the remaining employees confidence in the HR group.

If you’re reading this because you’ve just been laid off, you don’t need to make big decisions today.

I put together a free guide designed to help you slow down and avoid the most common post-layoff mistakes.

Free Download: The Laid Off Survival Guide (First 24 Hours)

You don’t need to read it today. But you’ll be glad you know what’s inside.

👉View the PDF for Desktop and Printing: Laid Off Survival Guide P

👉View the EPUB Mobile Friendly: Laid Off Survival Guide M

(Free Direct Download – No Email Required)

HRNasty

nasty: an unreal maneuver of incredible technique, something that is ridiculously good, tricky, and manipulative but with a result that can’t help but be admired, a phrase used to describe someone good at something. “He has a nasty forkball”.

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