People Management

Easing the hurt

By Sean Neumayer

Chopping heads. It’s not so difficult a task when employees are bad, but having to terminate good, effective workers is among a manager’s worst nightmares. Even something less devastating, like announcing reduced salaries, benefits or hours for existing staff, can trigger ongoing anxiety in employers.

I have manager friends who swear they still spend countless nights visited by the ghosts of loyal “past” employees. They see themselves as the bad guy, the angel of doom. And they ask: “Is there any way to make devastating employment news less devastating?”

There is.

First, know that employees want to hear the straight story. Sounding vague or dodging answers to fair questions leads to speculation, gossip and anger. Don’t go there. Be as open as possible and express your support.

Keep in mind that some employees will be more visibly affected than others. There are those who blame themselves for everything. Others have a “they’re out to get me” mentality. And still others might seem calm and reasonable at first—and then explode.

You’ll deliver bad news less painfully if you know each personality well enough to anticipate the likely reactions to it.

Terminations. Expect a range of emotions—from shock, anger and defensiveness to denial and sadness. Offer assistance in securing a new position and, if at all possible, help sustain your soon-to-be ex-employee with some temporary freelance or consulting work. Showing that you will do whatever you can to make this termination less emotionally painful and less financially draining can help.

Some workers released from jobs ultimately see their predicament as an opportunity to change professional courses or explore independent ventures. Having more free time has forced many to question who they are, gain greater self-insight, and find what they really want from a career. And that’s not a bad thing.

Reduced salaries, benefits or hours. Try to stay positive. Remind your employees that though they’ll feel a pinch from the necessary reductions, they at least have a job. Vow to work through these difficult times, and if colleagues are also making work-related changes and sacrifices, let that be known. Convey a sense of “we’re all in this together” team mentality.

If you’ve been forced to cut salaries, consider offering employees a handful of extra paid personal days this year in exchange for a lower income. Turning a loss in one area into a gain in another can help ease pain and maintain morale. When employees see that they’re getting something from an otherwise adverse situation, it helps.

Encourage staff to see the changes you’ve imposed as a new beginning. They may have secretly felt tied down by their work place or their work hours, and being severed from those ties allows them to explore new ventures and do something they truly enjoy.

The author
Sean Neumayer has been a consultant with the Omnia Group, helping agencies in selection, management, and retention of key employees. He also speaks to insurance groups regarding best practices. His contact information is (800) 525-7117, Ext. 1242.