Assignment 2: Dismissal Meeting

The employees being laid off are major stakeholders as their means of living in jeopardy. In addition, as a result of the layoffs, the local economy will be effected. The culture of inclusiveness was one of the things that attracted Dennis to the company and the layoffs could seriously damage the institutions culture (Gentile, 2009).

One way that a manager can help ease the pain of an employee that’s been laid off is to let them know that a layoff may occur as soon as the manager receives word that there may be one in works. This will give the employee a jump start on looking and preparing for their finances and job skills and resume updates. Also if possible grant the employee a generous severance package which could provide economic benefits that reflects management’s

All businesses at one time or another will have to deal with employee layoffs due to a re-organization or changes in the economy. Employee layoffs can have a damaging impact to the remaining employee and management staff. There are several solutions that can be done to alleviate the negative impact and the recommendation is to provide managers with the proper training on how to properly handle a layoff so there is a more positive impact on the remaining staff. Proper training prepares managers for

The first step is to find a private room or office to conduct the meeting, whether it be in a conference room or in the supervisor’s office. The supervisor will then need to contact Jeanette and tell her she is needed in the meeting area. Mr. White needs to conduct the meeting promptly after making the determination to fire Jeanette because if he does not act quickly, then the word may get out and she could intentionally get hurt and cause a worker’s compensation claim or she could say that the company did not handle the termination policy accurately. Once Jeannette has made it to the meeting room, Mr. White needs to be in control of the meeting and be direct and to the point, but still respect Jeanette and conduct the meeting with dignity. Mr. White needs to provide specific detail regarding the termination decision and be clear and concise when communicating the reasons to Jeanette. She needs to understand that the company gave her every opportunity to advance and meet the sales goals and she did not attend the training sessions nor did she ask her supervisor for guidance. Mr. White should maintain his professionalism throughout the entire meeting including during the explanations. I know he is frustrated and upset at her behavior, but he cannot let his emotions get in the way of his professionalism. After the explanation of termination is given and clearly present in a stern manner, Mr. White needs to allow Jeanette a chance to ask any questions she may have. Once she is finished asking questions, she should be handed a letter stating her termination and a letter explaining how they will resolve the 401K contribution and her severance package. Then, Mr. White should hand Jeanette her last check and walk with her to receive all property that she has that belongs to the company. Items that may need to be returned would be keys to the building, a client list, equipment, or anything that the company

Managers can cope with the stress and gravity of a layoff situation in a number of ways. First, the manager must realize that while laying off people can be stressful and can induce some bad feelings, the layoffs are for the betterment of the company itself and the remaining employees and is in fact necessary to protect all of the above. The employees being let go may indeed be able to return if the fortunes of the company improve but the company must remain solvent in the short term for there ever to be a long-term horizon for the company's financial state improving and its overall fortunes getting better.

First, I ensure the availability of a meeting space that will meet my requirements given the number of anticipated attendees, the length of my meeting, and any special equipment needs.

Laying off an employee is different from firing an employee. When a worker is fired they are being let go for a reason pertaining their action and behavior on the job. When a worker is laid off that means their job was terminated due to economic issues typically not involving the worker. There are steps several steps department supervisor should take before laying off employees. The manager of the department should research the reason for the layoff. The company needs to make sure there is a valid reason the lay the employee off. The management should coordinate with Human Resources department to ensure that they the have all the necessary documents to that the company is not exposed to a possible lawsuit. Companies should also realize that

3. Making the right decisions prior to firing an employee as well as choosing to fire them after all other solutions have been unsuccessful is an important process. It is a rather difficult decision to make and it is even harder if prior to gaining a management position the manager and subordinate have been on the same level in the company’s organizational

Challenges faced by HR management when significant staff cutbacks occur and how they should be addressed

For manager across the world laying off employees is the best way to lower cost when the economy or business declines. Laying off employee is a difficult decision and many times within companies or organization they will try other methods of cutting cost before deciding to lay off employee(s). It is very important for employers to be prepared when initiating a layoff. The factors that lead up to the decision of laying off the particular employee(s) must be addressed and explained thoroughly. Manager can be more efficient with tackling the purpose of the layoff if their explanation is supported with all the concrete facts along with performance reviews and documented coaching opportunities with the employee(s) in question. For example, if an organization has to layoff an employee(s) due performance issues, then the performance issues in the past should be documented. These documents will support and provide solid justifications as to why the decision is the best action for the business. However, sometimes employee(s) that are being laid off really could care less of what the best resolution to lower cost for the company is, because they are now unemployed. To some employee(s) being laid off might come as a surprise and unexpected. Once layoff is initiated the news can spread around the business like a wildfire and provide many negative emotions throughout the organization.

Before this major restructuring the company had close to 200 employees. All departments were affected by the layoffs, and the company reduced to around 130 and the number has steadily declined in the last 6 months to level out at about 100. Internally, the approximate 50% decline of workforce has had a significant impact on remaining employees. It has disrupted the everyday work functions for those individuals. In addition to feeling survivor’s guilt after such a large and sudden layoff, it has also left employees feeling very angry. Some have turned to social media options or other sites such as Glass Door to

Establish a well laid-out resignation process: The employee rulebook/ handbook shall clearly mention the formal procedure for employee resignation. The same shall be patently explained in employee orientation sessions. The employee shall be liable to submit a formal resignation letter to one’s immediate supervisor and an attested copy of that shall be forwarded to human resources department for removing the employee from payroll inventory and completing all other formal procedures as

The future: The HRM team has to focus on the future and ask questions. Are the next strategies, goals and roles clearly determined? How will the company move forward? What will become the public image of the company? Does the corporate culture need enforcement? How can the HRM support employees in managing change? These questions are vital towards the final steps of the HRM’s role in the employee layoffs as they clearly identify the future of the

Informing an employee that they are being let go is a very delicate situation that requires a very personal touch. Face-to-face conversation should be the only option in this case. The employee needs to understand that this was a difficult decision and that it was not taken lightly; that it is nothing personal, but for the survival

The downsizing of a company can affect employees before, during and after it occurs. Employees usually know of a possible downsizing, care of the almighty grapevine, months before it is supposed to happen. Thus, employees may become paranoid and self-absorbed, and their top priority is their own career rather than the bottom line of their employer. This causes them to be unfocused and prevents them from performing their jobs efficiently. Many workers would also be perfectly willing to stab their peers in the back in hopes of keeping their job. Usually when a downsizing is complete, the company is at an all-time low. This is due to the fact that in almost every merger, acquisition or downsize, employees are faced with uncertainty about their jobs before and after the restructure. After a large percentage of downsizes, ten percent of the remaining workforce will easily adapt to the change, while another ten percent will never adapt. Workers who survive the downsize often have feelings of anger, fear or distrust. Further internal problems result from employees who survive with the company, but cannot adapt to their new settings and expectations, and eventually quit their job.