Dismissal Meeting

The best way an organization can reduce the negative impact of layoffs is to avoid them. When layoffs are essential, effective communication of downsizing decisions and plans is vital. Time and time again, organizations make the error of not involving employees in the decision process. Being completely honest and giving employees access to information can help alleviate many of the negative consequences of downsizing (Stewart & Brown, 2012). Downsizing and mass layoffs can be traumatic for those who are laid off and for those who survive the downsizing and remain employed. The manager’s ability to communicate effectively and regularly with the employees after layoffs will prove invaluable in the long term. People may show signs of anxiety, lack of commitment, and even a decrease in productivity and creativity. In the weeks and months that follow a layoff or reorganization, strong leadership strategies are required to help employees focus on the priorities at hand and to recommit themselves to the organization. Your leadership will be the key in helping the staff recognize and deal with their emotions (Chapman, 2013). Listen well and listen often. Some suggestions to cope with the negative emotions are: • Hold regular meetings with staff and bring an agenda • Ask how people are doing and be prepared to listen and respond empathetically • Ask what “rumors” are out there and either validate or dispel • Set clear, realistic, attainable short-term goals • Stay focused on the work of the department • Establish an open door policy • Let staff know that they can and should come directly to you with questions,

In addition, organizational leaders should carefully plan the announcement process so it will be perceived as fair and to retain the support of both layoff victims and survivors. Understanding legal issues is also important for successful downsizing. Layoffs