Unexpected staffing changes are hard. Funder priorities are shifting, government grants are less reliable, and for some organizations, that means restructuring teams and implementing layoffs. Additionally, organizations may be navigating employee misconduct or performance challenges that will result in a termination. In either case, leaders are tasked with making a difficult decision, often within a relatively short amount of time. When we’re suddenly thrust into the hard position of having to let someone go, there are many emotions that can rise to the surface. We might wonder, is this the right decision? What do I do first? How will this decision impact the person or people leaving and their wellbeing? What do I say and how do I say it compassionately? How will this decision impact the team culture?
As organizational leaders, we routinely navigate these types of big decisions. We are the managers of change, after all. We are also the stewards of transition. While change is external and situational, transition is internal and psychological. As leaders, we are responsible for both. As we shift and design new systems and processes, we must also consider the mental and emotional journey we go on to accept change. There might be confusion amongst the team about why the person(s) has left the team, especially if it happens abruptly. Staff may worry about the security of their own job and the potential for additional departures. There might be concerns about the burden of additional work on their plates. There are even more dynamics at play if the person leaving the team was in a supervisory position. It is natural to fear the unknown, so when an employee is laid off or terminated, we have to guide the rest of the staff through that transition. Staffing changes have a big impact on team culture and morale, regardless of the circumstances.
When organizations are proactively prepared to handle sudden layoffs or terminations, they are more prepared to have tough conversations because they have the tools and strategies to deal with the unknown. There are policies and protocols in place. The organizational values are incorporated into the full process from start to finish. There is a communication and care plan for the rest of the team. When these things aren’t in place, you risk protocol inconsistencies, values misalignment, low staff morale and overall less confidence engaging in a layoff/termination process. Fortunately, TREC has new resources to help!
At the top of the year, TREC hosted a webinar on Managing Staff Transitions with Care, Clarity, and Compassion that shares strategies to plan and conduct a compassionate, well-structured conversation. Alongside the webinar, there is a new Staffing Transitions Handbook. The handbook includes sample policies (severance pay, benefits, etc.), pre-meeting checklists, scripts, performance improvement plan templates and other planning tools for a smooth and straightforward process.
Below you will find additional resources on this topic including an Exit Interview template. Offering a departing employee an optional exit interview may not always be appropriate, but it’s worth asking. They may uncover information about the team culture you aren’t aware of. They may identify ways they could have been better supported in their role or offer insight for the next hire.
If you’re looking for even more, we have the TREC Transitions in Leadership Toolkit, a collection of transition-related resources, many of which focus on the executive director role. You can learn more about leading from your values and managing mood (especially important during transitions) in the new Essentials for Self Awareness and Individual Growth collection. The Management Center also has a wonderful tool to help with re-division of labor post layoff/termination.
Layoff/Termination Best Practices for Leaders
DO
- Stick to facts already documented
- Keep tone calm and respectful
- End the meeting if emotions escalate
- Have HR present if possible – If not, another leader/senior manager
DO NOT
- Apologize for the decision (“I’m sorry we have to do this”)
- Debate performance details.
- Promise references, severance, or rehire eligibility unless approved
- Cite “culture fit” or vague reasons
“Change is what happens to people. Transition is what happens in people.”
As organizational leaders, we are moving through change and guiding transitions. We are responsible for our response to change, whether that is creating new systems and processes or making those tough staffing decisions. We are just as responsible for the transition as we help our teams move through the emotional and mental journey to accept and internalize the change. When we proactively and mindfully fortify ourselves with the necessary tools and mindsets, we can move forward confidently with grace. My hope is that with the resources we’ve provided, you can unclench your jaw, relax your shoulders and take a deep breath knowing you have what you need to forge ahead.
In solidarity,
Note on TREC’s HR Guidance
TREC is committed to providing new and pertinent information, tools, and samples to meet your Human Resources (HR) needs. Please note that this resource is not intended to be all-inclusive; we make every effort to present thorough and accurate information. However, numerous federal, state and local laws and regulations may vary regarding some of the issues; we encourage all organizations to review local laws and regulations and seek legal counsel when implementing new HR policies and procedures.
Staff Transitions Resources
Nonprofit workplaces often carry deep relational ties and high emotional stakes. When a difficult personnel decision regarding staffing becomes necessary, leaders can feel overwhelmed, uncertain, and concerned. These resources provide the clarity, tools, and confidence to navigate terminations and layoffs in a way that is ethically grounded and aligned with your organization’s values.
Exit Interview Template
When an employee leaves your organization, it can be useful to hold an exit interview. Information gained from this process can help you fine tune elements of your organization.
Essentials for Self Awareness and Individual Growth
The most powerful tool in your leadership is YOU! This collection provides tools and resources to increase knowledge of your internal operating system as a leader. From identifying your core values, to identifying self- limiting beliefs or leveraging your unique skills and talents, this collection is essential to effective leadership.
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Cairá Conner
Consultant – Organizational Development
What excites you most about your work?
I love knowing that any service I provide is ultimately contributing to a more equitable, inclusive, and positive work culture.
What’s your superpower at work—and your secret superpower outside of work?
Both inside and outside of work, I am the queen of games! I love all kinds games, from board games, and escape rooms to 4-square and puzzles. I’m known to be a walking game database which comes in handy when facilitating trainings with clients and adding some extra fun to our staff retreats!
What’s the best piece of advice you’ve ever been given?
“Life is about using the whole box of crayons.” – RuPaul