Guidelines for individual redundancy meetings

The manager/supervisor will meet with impacted staff for several individual consultation meetings. During any redundancy process, it is a difficult time for managers as well as employees, often resulting in psychological and emotional stress.

For the person whose role is being made redundant, his/her world suddenly changes and will send him/her into a spin of emotions, challenges, fears and possibilities. Each person will react in different ways: shock, disbelief, bitterness, anger, relief or elation. Therefore it is important to spend some time planning your individual meetings with the impacted staff members. It is important to provide support (EAP or counsellor) during and after redundancy announcements. Managers need to take a professional, respectful and compassionate stance because this is likely to be a traumatic event for the impacted staff member.

Spend some time trying to predict how the individual will react. Remember, the individuals do not always react, as you would anticipate.

∗Total Disbelief - person says nothing and is in shock. Keep the conversation going, elicit a reaction through open questions and dialogue.

∗Escapist - wants to get out of the office immediately. Try and explain why their position was affected and allow the individual to air their feelings.

∗Extreme Anger - most often verbal abuse. Allow the person to vent their feelings, ask questions (“Why do you feel this way?”), do not get defensive - they are angry at the situation, listen and don’t make any promises.

∗Crying – First normalise the behaviour: “I know it’s a shock. It’s OK to cry.” Pass tissues. Say: “We will pause for a while, until you are OK to go on”. Sit calmly and wait. Don’t look at them directly at this time e.g look down at the desk with a quiet, calm expression. When they show signs that the crying is letting up, say: “I know it’s difficult. Are you OK to go on now?” If the crying continues, tell them you will give them some time by themselves and then leave the room.

Guidelines:

  1. Handle the meetings and the individual with dignity, respect, empathy, compassion and confidentiality.
  2. Don’t pretend the news is anything else. Acknowledge the emotion and the uncertainty that redundancy creates. Be open and honest.
  3. Follow the process to ensure a good outcome. Provide details, eg legal requirements, financial payouts, notification periods.
  4. Be compassionate. Actively listen. Acknowledge their thoughts and emotions and that it is understandable. Empathy goes a long way.
  5. Acknowledge their emotions. Do not worry if you label the emotion incorrectly. They will correct you and this introspection helps them clarify for themselves what they are feeling. E.g. Manager: “I can see you are upset.” Staff member: “I am not upset, I am disappointed and hurt. After all I have done for UWA over the years!”
  6. Be clear that it is the position that has been made redundant and be careful with your language. Keep it as neutral as possible. Rather than saying: “You have been made redundant”, say: “Your role has been made redundant”.
  7. Prepare for your meetings with the impacted staff and follow a plan. Have as much information as you can.
  8. Ensure that all redundancy paperwork is correct prior to passing it on to the employee.
  9. Keep the message consistent. Do not deviate.
  10. Explain the process and next steps twice as people are in shock and won’t hear your message completely.
  11. Always keep it individual. Focus on the individual: discuss their role and entitlements. Tailor the conversation for them and don’t talk about other roles affected, just focus on theirs.
  12. Check in with impacted staff within 24 hours after individual meetings.
  13. Acknowledge the strengths people have brought to the workplace and show appreciation for their efforts.
  14. Remind them of EAP services – have Optum’s phone number saved in your mobile contacts so you can give this to them.
  15. Take care of yourself as delivering the message can be exhausting, draining and emotional.

14. Plan for supporting the ‘survivors’ who may feel guilty that they have been retained or they may feel paralysed by fear that they are next to go. Rebuild their confidence by informing them that they are seen as key people at the university who will be able to take the business through this challenging period.

Managing high emotions:

1. Listen, paraphrase / summarise.

2. Use appropriately assertive language (not aggressive language).

3. Validate both the emotion and the issue. (Naming the emotion is vital for the person to feel they have been ‘heard’.

4. Use their name to refocus them … don’t overdo!

5. Ask questions to understand, don’t advocate your own point of view.

6. Be aware of your own prejudices / judgements and put these to one side. Come from a neutral position – after all, you don’t know the person’s full situation.

7. Once emotions and issues have been fully aired, ask them if they have an idea at this stage about how they would like to proceed. If they have an idea, listen and respond. If not, ask if you may offer a suggestion. By getting their permission to proceed, you are more likely to have them ‘buy into’ the solution.

What does an angry person want?

●Acknowledgement eg: “I hear what you are saying”, “I can see how you are feeling”.

●Validation of their feelings (even if you do not agree with their point of view)

●Empathy and understanding

●Respect

●A solution

●Assistance with next steps with a focus on the immediate future – what happens next for the person, who they might like to talk to Career Mobility/Counsellor, EAP.

●A commitment from you to follow up action.

If the employee remains angry

●Be clear that you are willing to discuss the problem but not to engage in a fight or be intimidated.

●Repeat the statement in a calm voice: e.g. “I am prepared to work with you to find a way forward, but I am not prepared to trade insults or be yelled at”.

●Terminate the discussion if the other person remains angry: “We don’t seem to be getting anywhere at the moment because the issues are making us both emotional.”

●Don’t blame them for this. It is a mutual problem.

●Make a commitment to follow up when they are calmer and make a time.

Ongoing support for the individual

  • Once all the required meetings have been completed, the employee may still be in the workplace for some time. Do not forget them! They will need continued support in a way that preserves their dignity and perhaps assists to move them forward.
  • If remaining in the workplace for any length of time, ensure the individual has meaningful work which can include small projects and/or assisting with the post restructure transmission. Many people want to “finish” things off well including clearing emails, finalising work and providing handover where necessary. Others work better if provided with finite projects that are meaningful, needed by the work area and can be added to their resume.
  • Ensure that you check-in with them regularly and spend some time listening to how they are going.
  • Where given an opportunity, offer suggestions or practical assistance such as talking through possible networks for job search, application review, their skills and strengths as you see them.
  • Provide time for job search and interviews within the work time.
  • Ensure inclusion in team meetings, invitations to morning tea and check in that they will be coming along. The individual will make a decision whether or not they would like to attend the social events.
  • It may be helpful to managers to read the Transition Manual. (Link to website here)

DO:

  • Prepare what you are going to say
  • Refresh your knowledge about each individual
  • Rehearse possible questions and answers
  • State the purpose of the meeting
  • Communicate the key message quickly
  • Use soft works
  • Maintain eye contact
  • Be confident, concerned, empathetic, positive

DON’T:

  • Read a script word for word
  • Mumble, ramble, generalise
  • Look at the floor, walls, ceiling
  • Make things up or think out loud
  • Make assumptions about how people will react
  • Get involved in an argument
  • Patronise
  • Abdicate responsibility for the organisation’s decision

Common questions

  • Why me?
  • Are the terms negotiable?
  • Payment – when and how?
  • Do I have the right to appeal?
  • I intend to take this further!
  • What about my benefits?
  • Why wasn’t I given any warning?
  • What help will you give me to find a new job?
  • Are there alternate jobs I could do?
  • Can I apply for/will you consider me for future vacancies?
  • Can I bring my Union Rep/support person with me to the next meeting?
  • Can I work my notice/leave early?
  • Who is going to do my work?
  • I think this is totally unfair especially given my service and ability!
  • Who else is affected?
  • Can I return to the office?
  • What have my colleagues been told?
  • Can I tell my staff?
  • When does this come into effect?

More FAQ can be found on the Renewal website

Additional support for Managers:

  • Employee Assistance Program(EAP): A Managers' Hotline service is provided. This provides same-day telephone consultation for managers or supervisors, in dealing with difficult people issues – for example, when you are faced with a difficult staff management situation and would value the opportunity to talk it over and perhaps come away with some fresh ideas on how to manage it.

Optum – 1300 361 008

  • Career Mobility Officer – can assist with logistics regarding redeployment and how this will work for the employee and you as a manager.

OD workshops that could support you:

  • Delivering the Message
  • Mindfulness and Relationships at Work
  • Resilience