How to approach the task of letting someone go from a job

One of the toughest conversations business leaders will face is communicating to someone that they no longer have a role within an organisation. And in the current economic climate, this conversation is becoming a potential reality for many.

Over the years, I’ve spoken with business leaders tasked with delivering the news of redundancy, those who have had their careers thrown off course by being let go, and those who are safe bystanders, watching their colleagues pack their belongings into a box. In each of these conversations, a few things regularly stand out.

When having to deliver difficult news to employees, managers and leaders must prepare, but not all do. Laying out a clear set of messages, role-playing the conversation and preparing to answer challenging questions are simple ways to ensure communication remains consistent and compassionate. Underpreparing can result in confusion and will often lead to negative sentiment rippling across the organisation.

Too many times I’ve spoken with leaders who delayed action once the decision to make staff redundant was made. Not acting decisively and in a timely manner can result in employees finding out through unwanted whispers. Managing gossip is another challenge on top of an already emotionally charged environment. Engaging with people early ensures that any rumours are dampened before they have a chance to spread and that you can remain ahead of any complexities.

Where and when you share the news of redundancy matters greatly. Avoid emails or phone calls wherever possible and opt for a method of communication that allows you to see the other person – whether that means in person, or on a video call with the camera on. Importantly, convey the bad news privately – not when they’re working from a co-working space or while travelling for work – but also when you know the employee will have access to additional support either from friends, family or colleagues. It is certainly unkind to convey news of a redundancy at 5pm on a Friday.

Do not underestimate the effect that even a single redundancy can have on a wider team. Once news is delivered to those affected, it needs to be shared with those who worked alongside them. Even with clear messaging and reassurances to those who will stay in their roles, some employees will be anxious about the possibility of the axe falling further. Reassuring these employees, reiterating the value they offer your organisation and maintaining consistency is paramount.

Lastly, allow the team to properly farewell their colleagues. Many colleagues are also friends, and good managers will have encouraged employees to connect and celebrate each other. When appropriate, joining with them in the farewell will also help everyone in the organisation. Finally, when managers work closely with their teams, the loss of an employee will be personal and deeply felt. If, as a leader, delivering tough news has affected you, seek help from your HR team or a professional.

Amanda Gordon is a workplace psychologist at global job site Indeed. She is a specialist health and clinical psychologist and a member of each of those specialist colleges of the Australian Psychological Society.

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