Terminating workers with dignity and respect

We are carrying out a corporate-wide retrenchment program. Our human resource (HR) manager assigned all department heads to personally undertake the difficult task of informing the target workers we supervise. However, HR provided us with no clear guidelines on how to do it. Could you advise us on the best approach? — Rising Sun.

- REY ELBO

No manager looks forward to the day they have to let someone go, and even less so if it involves more than one person. Whether it's due to downsizing, restructuring, performance-related issues or discipline-related matters, personally delivering a pink slip is one of the most emotionally taxing and high-stakes moments for management.

However, when handled with preparation, empathy, and professionalism, it’s possible to deliver the bad news in a way that protects both the organization’s integrity and the employee's dignity. Give your HR department the benefit of the doubt. Unlike me, they know the context very well. Now, compare the following with what HR has given you:

One, be prepared. Do your homework. Terminating someone should be guided by legal and ethical parameters. Ensure you understand the situation fully. Have all the necessary documents ready, including the formal termination letter.

You should also have details on the release of terminal pay, pay for unused leave, severance, and the extent of benefits coverage, if any. Understand that a rushed, poorly documented dismissal can cost more than just the morale of other workers.

Two, set a time and place. Bad news needs a humane backdrop. Choose a private, quiet room where the employee can participate in the conversation without feeling humiliated. Never deliver a termination in an open office, hallway, or virtual chat window.