By Kristina Meyer | HRTools.com Business Writer
A termination often resonates among your employees long after the individual walks out the door. Inevitably, the question on everyone’s mind is, who’s next? Gossip and speculation can spur quite a commotion in the workplace, which can lead to a dramatic drop in productivity. Here are a few ways to bring peace to your office and reassure your staff that all is well.
1. Talk it out. Without breaching employees’ right to confidentiality, talk with them about the changes and reassure them about the business. Some of your employees may be worried about their position after the termination. Tell them that you value their work (if you do). Bernie Dyme, President and CEO of Perspectives Ltd., says that dealing with a termination is easier if mangers sustain a good relationship with employees.
“Listen to people. Be available,” says Dyme.
Be available if employees want to make a comment or suggestion, or if they just need an understanding ear. This communication will put employees at ease by making you look less like an angry axe-slinging dictator.
2. Reassign duties. Who will assume the terminated employee’s responsibilities? As eager as you are to get back to business, don’t be hasty about divvying up work to the remaining staff. If an employee is stretched too thin already or they aren’t qualified to take on the new assignments, putting more on their plate may be setting them up for failure. Consider your employees’ current workload and their skill level. Dyme suggests meeting with your employees and asking for their suggestions on how to handle the additional work. Employees may be more accepting of the extra workload if they get to be part of the decision and voice their opinions. And to take some of the burden off the employees, experts suggest using this transition as an opportunity to implement any new automated processes you’ve been considering.
3. Support your survivors. With one less hand on deck, employees are going to be asked to dig their heels in and pull a little more weight around the office. You may ask your employees to take on a broader role or more high-level projects. Without your guidance, they may not know how to carry out their new duties. Dyme says you need to be willing to provide additional training and resources to help the employee transition into their new position smoothly. Be patient and give them some time to catch on. New jobs aren’t learned overnight.
4. Recognize hard work. A termination can leave employees feeling a little insecure about their position in your company. A lack of confidence or general uneasiness about their job can cause employees to be less productive. After a termination, Dyme recommends managers closely monitor performance to ensure that the dismissal doesn’t negatively affect any of the remaining employees. Take this as an opportunity to compliment your real go-getters. The recognition will help to reassure them that they’re not next in line on the chopping block.
5. Reinforce the trust factor. Show your employees you’re not out to get them. Dyme says that in order to be considered as part of the team, managers and business owners need to be an active part of everyday business. It’s a principle he calls M.B.W.A.: management by walking around. When employees see you talking, laughing and interacting with everyone, you become less threatening, more approachable and more likeable. Experts agree that employees will work harder for a business owner who they like versus one who is just the name on the door of the big office upstairs.
6. Lead by example. As the head of the company, you set the mood of the workplace. If you walk around beneath a black cloud of worry, your employees are going to pick up on it. Their concern over your mood will be distracting and unsettling. As you wander around the office, keep a positive attitude. Engage in conversations with employees and encourage laughter. This will lighten the mood and help employees feel less edgy about the recent events.
7. Encourage teamwork. Dyme says that managers and executives need to present a “united team front.” Your employees shouldn’t feel like they’re on an episode of “Survivor.” A smooth workflow requires teamwork. Take the lead and demonstrate your team spirit. Some experts recommend hosting team building exercises such as lunches or other group activities. Dyme says another way is to pitch in and help out a little. Talk to employees regularly and get a good sense of how they’re feeling. Help out where you can. But if you do extend a helping hand, make sure you do so without passing judgment. Criticism will only aggravate an already sensitive employee.
8. Don’t make promises you can’t keep. Even if you don’t plan on dismissing other workers, you may not be 100 percent sure on what the future will bring. Dyme says its good practice to be as transparent as possible.
“You can do a lot of reassuring without making false promises,” says Dyme. If you prematurely send out the all clear signal you may never earn back your employees’ trust. Focus on the now; try to avoid talking about past or future terminations.
Removing a player from your team is sure to produce a fair amount of buzz in the office. Keep in mind it was a business decision. With that said, playing into the gossip and insecurities of the remaining employees will only allow that same negative spirit to continue to haunt your business. By following these suggestions you can restore your employee’s confidence in you so that they can focus on what really matters—your business.
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