There’s no way to get around it: layoffs suck. With big names like Meta, Stripe, Twitter, and Salesforce recently announc layoffs, it’s clear that there is a right way to go about bear bad news and…a very wrong way.
Layoffs expect to continue into 2023, and job cuts may exce that of the Great Recession. In fact, 61% of business leaders expect their companies to have layoffs in 2023, and of those, 57% estimate that 30% or more of the workforce will be laid off. How those companies communicate these expect layoffs to their employees is crucial to their reputation, employee motivation and retention, and, ultimately, the trust they have built both internally and with the public.
Here’s our list of dos and don’ts to help
guide companies that find themselves in the unfortunate place of enact layoffs.
Do: Be genuine and empathetic.
Your employees just receiv shock news. Even if they n’t be laid off, a colleague of theirs is. Layoffs affect everyone in your company in some way, shape, or form, so it’s important to be empathetic to the rollercoaster of emotions they feel. The last th you want as a brand is to add salt to a—very fresh—wound by be insensitive. Twitter’s recent email announc layoffs offer no apology or clarity to employees or the public. It was policy-focus, nameless and, honestly, really confus.
There is no easy way to notify employees that they will be laid off, but if you commit to communicat in a genuine, transpnt, and empathetic way, the process can feel smoother for everyone involv.
Don’t: Sugarcoat or speak in “fluff.”
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In journalism-speak, “don’t bury the le” and “stick to the facts.” Try to put a spin on layoff news will leave your employees frustrat and confus about what is really happen. While it may be tempt to put a positive spin on the news, the employees you’ve just laid off (and the colleagues they leav behind) want to know what next steps they should take. When their last schul days? How loose ends and paperwork to be ti up? How will the remain employees operate with ruc staff members?
Be honest and direct with your plans and expectations. Remember your employees have been loyal to your company, they deserve transpncy and respect. Explain severance packages and give any pertinent details your employees will ne to transition out of their roles.
Do: Take accountability.
As soon as employees hear the word “layoff,” the rumor mill starts spinn. Get ahead of the hearsay. Address why the layoffs happen and own the narrative—it’s your company, your situation, and your story, so be accountable for it. In Mark Zuckerburg’s message to Meta’s employees, he announc a layoff of 11,000 employees—13% of the company—and a continuation of the hir freeze through Q1. However, he also address the “How did we get here?” question immiately. He own the story.
Tak accountability can look like a variety of ths. It can (and should) include be honest about why layoffs had to happen and what the decision-mak process was like lead to the announcement. But accountability can also mean go to extra mile for your laid-off employees. Companies can include a resume review or a direct contact remain at the company to act as a reference for future job applications for those leav. Be accountable for help your laid-off employees get back on their feet to the best of your ability will go a long way for the internal and external perception of your brand. And if you hope to rehire any of the people you’ve laid off, they will be much more interest in return to a company that did its best to mitigate a bad situation rather than one that left them out in the cold.
Don’t: Be vague.
Your employees ne specifics. They ne the full truth of what has happen, and what that means for them, so they can prep properly. That’s why AirBnB’s widely prais memo to employees play so well internally and with the public. The CEO and cofounder Brian Chesky was announc the layoffs of about a quarter of its workforce. But by transpntly describ the challenges the company fac, the solutions the leaders consider, and how they arriv at their decision, they were able to reinforce the trust employees had in the company. It’s easy to trust someone who always tells you the truth.
Do: Give context and a future-forward outlook.
begin their job search early. But if leaders can gett backlinks from country domains reaffirm the company’s values and plans for the future—the opportunities the company and its employees and stakeholders can look forward to—there can be a silver lin. What is the strategic gain for the company to move forward in its mission that necessitates the layoffs?
Stripe answer that question and more
with a detail look at how they were handl the departure of 14% of its employees. In CEO Patrick Collison’s memo to staff, later post on Stripe’s website, he talk about “the world around us,” giv context from the outset of the pandemic in 2020 through today. They dy leads were aob directory honest about hav grown operat costs too quickly and set forth a plan for the future.