RIF Next Week

LarryC

Even though I've been through these RIF's before, they never get easier and I guess they shouldn't. We have debated about the best way to go about this for the employees involved. Right now our plan is to announce to the whole company, in a meeting, that we must layoff 14 people and the reason for it. (Loss of a customer which, in the long run, will be a blessing). We then will call in each of the fourteen, one at a time. I'm imagining the awful atmosphere in the plant as I make 14 trips out on the floor to tap the next one. On one hand it seems agonizingly cruel, but on the other hand, I think everyone deserves the respect to be treated individually and personally. Other options discussed were reading the names off at the meeting and then meeting with those whose names were called, or getting all 14 into a meeting directly after the general meeting, but then we lose the personal touch. I realize there is no good way to do a bad thing, but does anyone out there have a respectful,personal, yet timely way of doing this so as not to keep everyone waiting for agonizing hours?

ray a

Never easy. I've done it several ways. Many years ago we announced to the group (about 75 ee's) that there would be a layoff and intended to call in those affected individually and break the news to them. Everyone requested that we just read off the names and cut to the chase. I have walked around and tapped individuals on the shoulder - I feel like the Angel of Death. Last time, it was a group of relatively new ee's. We got them together as a group - just the ones involved in the RIF - and explained what we were doing and why. Those who had been employed long enough to have benefits were spoken to privately after the group meeting. It did work as well as could be expected under the conditions.

E Wart

No fun.
I agree with Diedre. I have always called the affected individuals in one by one and told them. Then after this is done have a meeting with ALL the remaining employees. Let them know that at this point, this is all the layoffs there will be and explain the reason why and let them know it had nothing to do with the terminated employees' work.
Either way you have lost at least one day of "performance" from your entire staff.
Make sure you have everything down before the meetings start. (Unemployment, severance, benefits, when and how get final checks, etc.) Will take much less time and easier for all. I have always given the terminating employee a letter explaining all of this since they aren't going to listen past you're fired.
Also have extra boxes stored somewhere nearby so they can get their personal things to their car.
Good Luck.
E Wart

DeidreFR5

Could you meet with the 14 before the general meeting to tell them and let them know you will meet with each of them personally later in the day. Then have the general meeting. At least those in the meeting won't have the "is it me" feeling. Just a thought, I'm sorry for you, its never easy.

pork1

LarryC: Your last option would be my normal operating condition. Call them all end to a meeting place for the announcement; followed by a pay-out of your normal terminating procedures. At some point in this period you will need to brief and issue close out checks and to receive company property, issue instructions to "how to achieve the association continuance with company benefit packages"! If there is a need for imposing a "NO TRESSPASS" option. This would be the time to issue then this piece of paper signed and dated. At the end the employee should pick-up their personal goods and leave the build.

Good Luck!
PORK

Don D

It's probably too late for another suggestion and you probably have your game plan down, but; I've had the misfortune of participating in a number of them, some ranging in the 30s-50s.

I think I would do this: Split the affected list into two groups on paper. Have another high level manager meet with seven of them and you with seven of them simultaneously. Announce the bad news to them first, before the general announcement to the company. Tell them you will meet with them individually following this announcement. I really think in my gut that the feelings of these 14 come first, several steps ahead of the general company announcement that can occur anytime.

Have a prepared document to go over with them. Bullets, no long sentences. People don't read well when in shock. Bullets and numbers. Address things you know will be their major concerns: Contact telephone numbers for you, payroll, the HR specialist, 401(k), the UI office. Bullets addressing UI, 401(K), insurance continuation, final check, vacation payout, other.

You want this document to be something they take home and can sit down at the kitchen table with that provides answers to immediate questions they and the spouse will have, no mumbo-jumbo, just useful and helpful facts.

And, as always, know your strategy and why you chose it because they will ask the 'why me' questions.

The oddest arrangement I've ever participated in had the company holding seven large, exactly simultaneous meetings of employees, mixed ranks and departments, no apparent rationale for who was in what room. EXCEPT, all of them in one particular room were being laid off and nobody knew it but the presenters. Really odd.

Good luck and get ready for a long week of Tums and tough feelings. Holler for help if we can.

LarryC

Thank you, all for your responses. Your overall concensus seemed to be to notify the 14 first, which is what we will be doing.

Don, your suggestion to write a letter explaining all the details of separation is an excellent one and one that I do with all terminations. It's especially helpful for ESL employees, who have family members who can explain the letter.

Thanks again, everyone.