| An inevitable part of the employee life cycle is the | | | | - Remember that the method and manner in which |
| ending of an employee's time with the organization. | | | | layoffs are made have a direct impact upon the ability |
| This "ending" can have many names, some harsher | | | | of an individual who is being laid off to accept the |
| than others, including termination, laid off, firing, a victim | | | | decision and move beyond it. Don't act like Donald |
| of downsizing, sacked, let-go, and the ever popular | | | | Trump in the Apprentice - if it is warranted, provide |
| phrase, "I got canned!" Terminating a person's | | | | support and provide positive reviews in helping them |
| employment is not a comfortable experience for | | | | find a new job. If it is not warranted, be firm; explain |
| anyone involved, but there are best practices for | | | | that the decision is final. Regardless, there is no reason |
| downsizing that should be observed. And, | | | | to be cruel. |
| unfortunately, the current economic climate dictates | | | | - Think about how you would like to be treated if you |
| that HR professions must get involved with increasing | | | | were in the situation of an employee facing a layoff. |
| frequency in helping to manage organizational | | | | Doing so will help you anticipate and prepare for the |
| downsizing. Here are a few tips for conducting a | | | | accompanying emotions. |
| layoff: | | | | Be extra vigilant after you give layoff notices. Watch |
| - Notify the people most affected by the layoffs first - | | | | for actions that may indicate someone may hurt |
| Many organizations are rumor mills and the reality of | | | | themselves or others. Don't take chances if you have |
| the situation may get skewed dramatically by the | | | | concerns. Ask for help. |
| corporate game of "telephone". | | | | |