Talent Management Perspectives

Published January 2009

How to Assist in the Layoff Process

Elaine Varelas

Layoffs are one of the most difficult tasks talent managers face today. Organizations are thrilled to hire, grow and expand, and totally disheartened to eliminate positions and lay people off.

Managers often look high and low to find other costs to cut before they eliminate jobs. To minimize the number of people affected by a reduction, organizations can fill in swimming pools, cut out free coffee, eliminate food at meetings, delay investment spending and forgo bonuses.

The layoff process can be painful not only for the talent manager and the people affected, but for the organization. The following are tips can ease the process:

Identify a clear reason for cutbacks and how affected positions will be selected. If the downturn affects only one area of the company, will that be the area to cut, or will the entire organization face restructuring?
What will be the criteria for selection? What skill sets are needed for the future? Will it be a case of last in, first out?
Will layoff selection be performance based, and is it documented?

Whatever the reasons, agree as a management team, and move forward as a team — no blaming of some, with sideline deals for others. Even though the talent manager might execute the actual deed, the organization needs a clear message that all will stand behind.

Even if layoff decisions affect a group of people, treat every person individually. Each person deserves a meeting with a manager and a private message.
Even if the separations are fiscally based, create a separation package that supports people financially, with benefits and with career transition support.
Re-recruit retained staff; otherwise, they will wonder if they are next.

Elaine Varelas is a managing partner at Keystone Partners, a career management firm specializing in career transition, integrated talent management consulting, leadership development and executive coaching.