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With many managers in travel facing the likelihood of having to make redundancies in a time when face-to-face communication isn’t an option, TTG asks HR and talent professional Claire Steiner to share her advice on delivering bad news via video call
Is video calling really the best way to deliver bad news right now?
During this crisis, video calling has replaced face-to-face communications and is recommended for any news – good or bad – that employers need to deliver to the workforce. A group video call is preferable as it allows everyone to hear the same message at the same time, as you would normally in a staff meeting. With one-to-ones, video is preferable over a telephone call as it allows you to gauge reactions and respond appropriately.
What do employers need to bear in mind when making an employee redundant?
Once a decision has been made to look at potential redundancies in the workforce it is critical that a fair process is followed. It’s important to remember a redundancy refers to the job role, not the person, and that all possible avenues must be considered to avoid making someone redundant. Some companies may find that they need to change some job roles or even create new ones to allow staff whose jobs are being made redundant to be considered for alternative roles within the business.
However, the likelihood is that people will start to lose their jobs as businesses cut costs and this must be handled sensitively and correctly by the employer. ACAS has very useful resources available, including a redundancy process map to help outline the correct process. For those companies without an HR resource, I would recommend keeping detailed documentation of all communications, both group and individual.
How can the news be delivered in a professional but compassionate way?
Delivering bad news is never easy. The employer must be sympathetic and realise that while the decision to reduce the workforce is a business one, this is upsetting for the people concerned. Have the facts ready as to the reasons why the business decisions have been made and allow them time to digest the information. If making announcements to a group of staff, then make them aware that they will have individual follow-up conversations with you and this will give them time to prepare questions.
You should be open and transparent and let them know what the process will be and the timeline for decisions, consultations, etc. Individual conversations, if not part of the formal consultation, need to be planned and dealt with as if they were face-to-face.
As the lockdown continues, a lot of people have become far more relaxed in their appearances when taking virtual staff meetings, so I would recommend whoever is taking the call dresses appropriately to remind people that this is a business meeting to discuss formal business decisions.
What can you do if an employee becomes upset or angry?
Allow them time to calm down. Don’t react to any criticisms or emotional outbursts that might involve jibes at you or the business. While you can remind them that this is about reducing the roles within the business and does not reflect on them in any way, it is still affecting them personally so you must be empathetic to this. Stick to the facts and the process and reiterate the message once they have calmed down, and you must avoid making any promises or comments about their performance or conduct.
Should there be a follow up?
In a redundancy process there are stages that need to be followed that will require a formal follow up. Managers should also allow staff to follow up with them regarding any questions they may have once the message has sunk in and they have had time to reflect. However, make sure that your answers are consistent. With the changes to the Coronavirus Job Retention Scheme (furlough), employers need to check that the original agreements are still valid and they may need to agree the new terms in writing, particularly if changing the furlough and bringing staff back part time from July.
What is your advice for employees who have received bad news this way?
These are extraordinary times and sadly many people will find themselves leaving their current roles. If your company is making a number of redundancies, remember that it may not be you that is selected and that you should be consulted with ahead of any final decision. You also have the right to be accompanied by a colleague (or trade union representative if you have those) during the individual consultations. There may be other avenues that you or the business could suggest to avoid a redundancy and keep the role open (which is what the furlough scheme was designed for). This could include reduced hours or wages.
If, unfortunately, you are made redundant then you should try to use this as an opportunity to take stock and regroup. I have been on both sides of the redundancy table so can personally relate to how difficult a time this is. Reach out to people in your network, find a mentor, update your professional profile on LinkedIn, and look at improving and promoting your own personal brand as you start to look for your next role. Recruitment companies, such as C&M, are a great source of help so get in touch with them, read TTG to keep up with industry news and keep networking, even virtually, so you will hear first-hand what is happening and where opportunities are arising.
Nick Davies, body language expert and psychotherapist, offers his tips for delivering bad news over a video call
1. Preparation
Prepare everything you have to say and prepare for questions – mental rehearsal is key in every situation you want to do well in.
2. Posture
Make sure you are sitting symmetrically, with no folded arms or crossed legs. Sit upright and take diaphragmatic breaths before you speak.
3. Relax
Make sure your initial communication relaxes both of you, so ask them how they are and listen carefully. If they share other bad news, respond with something like “I'm sorry to hear that”.
4. Read their body language
Common signs of nervousness are fidgeting, face touching and laughter. Wait until this passes before delivering the news.
5. Pre-empt their response
Deliver a difficult message with “I know this is likely to be difficult for you to hear but because of XYZ, we are having to make you redundant...” then add in the positive aspects of the situation e.g “...however we can offer you ABC” to minimise and manage any emotional responses.
