Working with a Sample Script
A script might contain the following steps:
- GREET THE EMPLOYEE
Say something like, “I’m glad you could meet with me on such short notice, have a seat.” Make the employee feel comfortable. Keep your greeting friendly but succinct. - STATE THE CIRCUMSTANCES OF THE LAYOFF
Indicate the facts that have led to the layoff situation. You might say something such as, ?because of the current financial situation of our campus / department, there has been a lack of work, a reorganization, etc. - EXPLAIN THE LAYOFF
Clearly state the following facts:* A decision has been made to eliminate some positions.
* Your position has been eliminated.
* This decision is final.
* Review when the layoff will occur. - DISCUSS THE TRANSITION
It is critical that the employee know what happens next. Let the employee know clearly what activities or projects he or she needs to complete or hand over (and to whom). For the employee on layoff, indicate when and to whom he or she needs to sign over any University property or computer access codes, and what to do with keys and ID cards. (see Separation Checklist).Do not expect an employee on reduced time to do the same amount of work, but in less time. You must modify the job and explain the modifications to the employee.
- LISTEN CAREFULLY AND BE SUPPORTIVE
1. Allow the employee time to react. If the employee is upset say, ?I understand that you are upset?, and express your support and understanding.
2. Avoid promising anything you do not really have the time or inclination to do.
3. Do not argue with the employee. - EXPRESS SUPPORT AND UNDERSTANDING
It is important to emphasize the following:
1. You are available and interested in hearing how things are going.
2. In the case of a layoff, you are offering support. Be clear about what “support” means (e.g., you are willing to make time to talk to the employee further; you are willing to provide networking suggestions; you are willing to provide computer access so the employee can develop or update a resume; you are willing to provide professional contacts).
Again, avoid promising anything you do not really have the time or inclination to do. - PROVIDE THE “EMPLOYEE’S GUIDE TO LAYOFFS” AND REFER THE EMPLOYEE TO HUMAN RESOURCES
1. Provide the ”Employee’s Guide to Layoff“
2. You should encourage the employee to schedule a meeting with the Human Resources’ Preferential Reemployment Coordinator, as it could be critical in getting the employee focused on what to do next. It would be helpful if you were able to give the employee a couple of appointment times you know may be available.
3. Also offer employee assistance support through Faculty and Staff Assistance (FSAP). - MEETING LENGTH
The notification meeting should be short, allowing just enough time to say all that needs to be communicated, and for necessary questions from the employee. Ten or fifteen minutes are probably a maximum time for this kind of meeting. If it lasts any longer, the issues being communicated become muddled.