Resources for Humans
I served as a Director of Employment Services for six years and if I had decided to practice law, employment law would have been my schtick. Exciting, eh? But I LOVED serving as a resource for humans on their professional journey and helping leaders make informed personnel decisions. Why am I talking about HR? Based on the number of questions I’ve been receiving, I think a good number of you are in the midst of making challenging personnel decisions. It’s no secret that businesses and organizations of all sizes have been impacted by stay-at-home orders across the country and globe. And, everyday we see a new headline about the impact to revenue streams in many sectors.
As we continue to battle COVID-19, you may have reached the point where financial pressures require you to layoff staff or let them go. I’ve had to do this many times as a HR professional and as a division leader, but it never gets easier. I’m not going to give you the five magical steps to making separating with staff easy. It doesn’t get easier. I do want to share how I’ve managed over time to make these icky scenarios survivable for me as a leader and some strategies you should consider as an organization.
Be transparent about the health of your business or organization. Was your staff aware of the financial challenges your organization faced or did the separation come out of the blue for them? Separations from employment are already emotional and it’s worse when people are surprised. I’ve never been a fan of the “gotcha” moment. I’ve always worked to be transparent with my staff about our financial situation even when I was leading one department versus an entire organization. There’s no reason you can’t communicate up front (even when you’re not in a pandemic) to make sure all employees understand the financial health of your organization. In fact, my org includes the entire staff in the process to build our budget. I’m of the opinion that if my team helps to inform the building of the budget, they will take some ownership in adhering to said budget. It takes all hands on deck to be fiscally responsible under normal circumstances, and even more so in a crisis. I also believe that if staff are aware of the budget, they will have an understanding of the possible impact should something unexpected hit…like a pandemic. And, quite frankly, the “gotcha” really makes you look like an a-hole. Don’t be an a-hole. Communicate. If you haven’t yet, it’s not too late to explain the steps you’re taking in an effort to sustain your organization.
Be consistent. Do you have a clear process for separating from employment with a staff member? This is definitely not the time to shoot from the hip. It’s already a nerve wracking situation, so I have found that it helps me to have clear steps and talking points to use when having those tough conversations. I don’t love being scripted, but use a script if that is a better strategy for you. Whether your choose bullets points or a script, use the same messaging with all impacted staff. So if you’re sharing unemployment information and other resources, make sure you’re sharing that information in every meeting. Do you require a HR representative to sit in every meeting? How does an employee physically depart? Are they escorted out or do they get time to gather their items and say goodbye to their co-workers? How do they turn in their keys or their employer issued gear/tools? I’m not offering an opinion on the right of wrong way to separate. I’m suggesting that you set clear protocols and be consistent.
Be kind. Letting people go sucks. Being let go sucks even more. No matter the reason, I have always been intentional about ensuring people are able to leave with their dignity intact. It doesn’t mean that no one ever got upset with me. It does mean I’ve never attacked anyone’s character during a separation meeting. I have to be able to sleep at night. That’s hard enough knowing that a decision I have to carry out directly impacts someone’s livelihood. And, stay humble because we never know when we might be in that seat. I distinctly remember having to implement a significant layoff and yet I knew it still wasn’t enough of a cut for my organization. I went to my boss and asked if I should expect a pink slip next. I survived the cut, but barely. It’s worth mentioning that being kind doesn’t mean promising someone their job back should your financial situation shift. Do not overpromise because you don’t know when or if that shift will occur.
Give yourself grace. You will feel bad, but layoffs or terminations are not decisions that you make lightly. In most cases, you’ve likely had numerous discussions about budgets and positions that are core to your organization’s survival. So, in these moments, remember that you’re doing what you believe is best for the sustainability of your organization. Making tough decisions is part of the job, but it doesn’t make you a bad person.
Whether in the toughest of times or the calmest of seas, be the best resource for humans that you can be.
@CEOARJ
“Empowered by ancestral hustle and warrior soul.”
*All statements expressed in this blog are my personal views and not a representation of Washington STEM.
