White Paper-18-Terminations

white paper 

a manager’s guide to 

handling terminations

white paper 

a manager’s guide to handling terminations 

for more information: 

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visit drakeintl.com 

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drake international 

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© Drake International NA

white paper 18 


contents 

1 :: handle with care - an introduction 

2 :: preparing for the termination 

• communication is key 

• general principles 

• reaction & support 

3 :: conducting the termination meeting 

• location, timing, & duration 

• content & delivery 

• common questions & answers 

• closing the meeting 

4 :: nurturing the survivors 

5 :: conclusion 





1 :: handle with care 

- an introduction 

Consider 

Is your organization equipped to professionally handle terminations 

while maintaining productivity, improving morale, 

and minimizing the chance of litigation? 

Terminating employees can be extremely stressful and traumatic 

for both management and employees. It requires 

special skills and thorough planning to ensure a smooth 

and successful outcome. For the employer, terminating an 

employee’s service, if handled poorly, can negatively affect 

the company’s: 

• Legal position 

• Finances 

• Employment brand 

• Public relations 

• Client relationships 

• Employee productivity and morale 

• Organizational vigour, including team focus and 

commitment, emotional optimism, and trust 

Exiting employees may experience a major trauma from losing 

the financial and emotional security of employment. This 

dislocation can manifest itself in both physical and mental 

forms. 

The focus of this white paper is on “the telling” and applies 

primarily to downsizing circumstances, although many of 

the principles can be applied to performance and misconduct 

issues. The fairness and transparency of the process for 

identifying redundant positions is a major concern to 

employee representative groups. In any event, this white 

paper should be considered in conjunction with existing 

Employee Relations policies/law and procedures as well as 

applicable Employee Contracts and Agreements. 

We stress that we are not legal advisers, and it is critical that 

organizations planning terminations take appropriate legal 

advice from suitably qualified personnel. 

This white paper from Drake International is designed as a 

general guide: It does not claim to provide an exact solution 

for every situation. It is essential to remember that all 

employees subject to downsizing are individuals with particular 

needs, responsibilities, prospects, and shortcomings. 

They all have overriding needs to be respected as individuals, 

not just one more casualty of change. 

Of equal importance is the effect on the manager conducting 

the termination and the message being broadcast to 

the remaining employees. The pressures on the termination 

manager are usually significant, and this white paper can 

+1 800 go drake :: drakeintl.com 

1 © Drake International NA

help that person prepare and cope. 

Our experience at Drake has shown that when higher levels of 

management provide visible support and assistance, results 

are more positive. In many cases, senior managers, who have 

made the major downsizing business decisions, have already 

moved on to the next challenge. Organizational communication 

and individual staff notification is still required as staff 

become familiar with the changes. Poor communication and 

support will lead surviving employees to feel abandoned and 

resist the organizational change, thus causing overall productivity 

to drop. 

Remaining employees may experience survivor shock as 

they go through many of the same emotions as the terminated 

employees. These include: anger, guilt, anxiety (Will I 

be next?), and depression. 

To minimize the likelihood of unfavourable repercussions 

in terminating employees, managers should heed these six 

guidelines: 

1. Prepare and plan for the total task and for each 

termination. 

2. Rehearse and role play the termination meeting. 

3. Coordinate the message with other necessary actions 

and subsequent support for both those exiting and 

those staying. 

4. Provide direction and structure or the next step for the 

exiting employee and also remaining employees. 

5. Tell the truth. 

6. Exercise best-practice leadership skills. 

The tasks do not get easier — even after a great number of 

terminations. Above all prepare and plan the exercise so you 

can deliver the message in a way that would be “acceptable” 

to you should you be the one on the receiving end. 

2 :: preparing for the termination 

Consider 

How can you maintain productivity while limiting business 

interruption? 

communication is key 

Who Should Deliver The Message? 

Generally, the manager responsible for the employee concerned 

should carry out the termination process. If this level 

of management is too low in the organization or too close to 

the employee involved, the message should be delivered by 

a manager with both knowledge of the employee and sufficient 

authority in the organization to conduct the task. 

In an individual termination, the participants in the termination 

meeting should include: 

• the immediate manager of the employee being 

terminated (or a more senior manager if the direct 

manager does not have sufficient authority for this 

task), 

• a human resources representative, and 

• the employee. 

It is important to ensure that the number of managers in the 

meeting do not vastly exceed the numbers of the employees, 

as this could be intimidating. One of the management representatives 

should make notes about the meeting immediately 

afterwards and file them for future reference if required. 

Understanding Individual And Job Circumstances. 

The employee’s personal circumstances and current tasks 

must be thoroughly researched. Timings and stand-by support 

are affected by several factors: 

• Try to avoid employee birthdays. 

• Steer clear of the days (or weeks) leading up to major 

holidays. 





• Check medical records for such existing conditions 

as asthma, heart problems, pregnancy (employee or 

spouse), which may indicate putting your company 

doctor on standby? 

• Check conduct and work relations to discover if 

security may be an issue? If so, what additional security 

measures need to be taken? 

• Do not deliver the message just before or after the 

employee’s involvement in a major and/or significant 

project or task. 

• If the employee is involved in key and/or sensitive client 

negotiations, wait until these are concluded or ease a 

replacement in carefully. 

general principles 

All information relating to a person’s severance should be 

prepared in writing. As organizations often produce “welcome 

aboard” packages for new employees, they also need to 

develop “separation” packages for exiting employees. These 

outline essential facts, procedures, and responsibilities to 

ensure a departure, free of additional stress and frustration. 

A terminated employee does not want to be overwhelmed by 

bureaucracy, which adds to stress as well as disappointment 

and anger at the organization. 

Termination Letters 

A letter of termination should be given to the employee at 

the time of the termination notification. It must be clear 

and concise and provide enough information and direction 

for the employee to review later and to take the next step. 

Being direct and to the point while containing all necessary 

information will assist the preservation of individual dignity 

and self-esteem. 

Consider the following structure: 

• Make the opening direct. Leave the employee in no 

doubt that the decision is final and is the result of a 

business decision. 

• Specify the effective date. 

• Write a brief paragraph recognizing service and 

contributions made to the business. To enhance the 

sincerity of the process, include specific and individual 

points. 

• If misconduct or performance is the reason for 

termination, include details about sufficient and proven 

evidence and process. 

• Even though all letters need to be consistent with each 

other, make sure each one appears personalized and is 

not a form letter. 

• Note financial arrangements in full or summarized, 

depending on the extent and complexity. If necessary, 

prepare a separate financial package and make it 

available at the meeting or as soon as practicable 

afterwards. Financial information includes: 

• pay in lieu of notice, 

• vacation and other leave entitlements, 

• pension entitlements and arrangements for payment, 

• severance payments (statutory and/or company offer), 

• payment of outstanding expenses, commissions, and 

bonuses, and 

• recovery of loans and other liabilities. 

Provide details and arrangements made for Outplacement 

Career Transition Services, including the name and contact 

information of the Drake Career Transition Consultant. 

Administrative Arrangements 

Administrative arrangements are generally communicated 

verbally or in supporting documentation. However, if they 

are particularly important, include them in the termination 

letter. These may include the following: 

• Arrangements for returning company property, 

particularly equipment (computer hardware and 

software, cell phones, pagers, technical and trade tools), 

furniture, publications, information, products, and 

promotional material. Consider allowing the terminated 

employee to keep a cell phone if they have a long trip 

back to their home. They will want to contact their 



support network immediately after the termination 

meeting. 

• Company vehicle arrangements, including return 

procedures, any entitlement for continued use, purchase 

options. If use of a company vehicle has been removed, 

make arrangements for travel home. 

• Security provisions, including return of keys, security 

passes, passwords, corporate credit cards, long-distance 

calling cards, and corporate privileged information. 

• Arrangements for clearing personal belongings from 

office, locker, or other locations. If the employee will be 

present, this should take place at a later date and after 

hours. 

reaction & support 

Common Reactions 

Faced with sudden change and involuntary job loss, people 

react in different ways. Part of your preparation is reviewing 

each person’s background and planning for the most likely 

contingency. We have evidence that job loss often results in 

emotions and behaviour patterns similar to those after the 

break-up of a close relationship or the sudden death of a 

close relative or friend, including: 

is not adversely affected by inappropriate actions during the 

termination meeting. 

Your goal is to be the respectful bearer of bad news, and to 

communicate next steps and services being made available 

to the employee. Unfortunately, your role at this time is a 

thankless one. However well prepared and respectful you 

are, nobody will appreciate your telling them they have lost 

their position. You will be able to measure your success 

only in the long term through achieving 

the organizational change goals and 

the feedback from a Drake Career 

Transition Consultant after a 

successful transition. 

Prepare yourself to recognize 

the emotional signs 

• shock and denial 

• hostility and anger 

• bargaining 

• relief and acceptance 

Dealing With The Emotions 

In some meetings, the employee may exhibit 

all of these emotions and behaviour patterns. 

Generally they will be experienced at least once 

and possibly several times over the subsequent 

period of transition. The Drake Career Transition 

Consultant will help the employee through this, 

but you will be faced with the opening round. It 

is therefore critical to ensure the emotional state 


4 




and focus on the best outcomes and support for the individual 

you are dealing with. 

Shock and Denial 

Manifested in stunned silence or such statements as: “I don’t 

believe it.” or “You must be joking!” or “But I’m the most 

(insert a variety of descriptive adjectives and nouns) you 

have”. 

Often people sit in silence after the opening statement. Try 

not to overload them with subsequent information until they 

have had time to express some reaction. Ask questions to 

determine if they have heard and understood the message. 

Gently repeat and reinforce the news to them. Also, ensure 

that you pass this sort of reaction on to the Drake Career 

Transition Consultant or Human Resources department so 

subsequent behaviour can be monitored. 

Anger and Hostility 

Raised voices, abuse (both personal and organizational), 

verbal threats and physical signs such as balling the fists, 

colouring, and controlled breathing are all signs of a sudden 

or brewing storm. Listen for such statements as: “If you think 

I’m going to accept this without a fight...” or “Who made the 

decision? I’ll bet it was (insert name), he/she has always had 

it in for me.” or “I’ve never really liked working here anyway.” 

In the face of anger and hostility, do not get drawn into 

justifying the situation, taking sides, or agreeing with the 

employee against “the powers that be”. In other words, don’t 

become defensive or argumentative as this will not defuse 

the situation but will probably only make it worse. Let the 

employee express anger. Acknowledge it but concentrate on 

retaining your own composure. Remember your script and 

look for openings to lead back towards a discussion around 

next steps and what support will be made available. 

Consider this response: “We can schedule a time to discuss 

your point at a later date, but my sole purpose today is simply 

to communicate the decision, provide the package, and introduce 

your Drake Career Transition Consultant.” 

Bargaining 

This is closely associated with denial, as the employee grasps 

at straws. Bargaining statements include: “Look, I’m sure 

I could be useful in the ‘xxx’ department somewhere. I’ve 

always got along well with (insert name).” or “These decisions 

are obviously a cost-cutting measure. Have you considered 

(insert any conceivable option) rather than letting me 

go?” or “Look, I’m just about to (e.g., remortgage the house, 

buy a car, send the kids to the orthodontist). Couldn’t the 

decision be delayed a bit?” 



Assuming that you and the organization have done your 

homework, this is not the time to offer a reprieve. This would 

most likely give false hope, raise any number of inconsistencies, 

and leave you wide open to multiple challenges later 

on. 

Relief and Acceptance 

Normally viewed as controlled reaction, this is seen in people 

who have been expecting a decision or where the process has 

been going on for a long time or where a lot of uncertainty 

has existed in the organization. Even then, there will be hints 

of other emotions displayed. Listen for: “Well, I was expecting 

this.” or “I’m glad the decision has been made. What now?” 

or “This comes as no real surprise; I’m just surprised you took 

so long.” 

To some extent, this sort of accepting reaction can be the 

most dangerous, as individuals may not be allowing themselves 

to express their pent-up emotions. They could become 

your “ticking bomb”. Subsequent and timely counselling in a 

Career Transition program is often essential if progress is to 

be made in transition. During the meeting, probe gently and 

ensure that the message was heard and understood, and lay 

out the necessary and subsequent actions and the availability 

of support and structure open to them. Advise the Drake 

Career Transition Consultant and/or Human Resource representative 

of the controlled reaction. 

Scripts 

The termination meeting is not the time to “fly by the seat of 

your pants”. A script is essential, and the content of the message 

must be consistent across the organization. Individual 

employee circumstances and individual managers’ communication 

styles should be considered, but the script should not 

deviate from the agreed organizational policy. 

Your script must be prepared for several contingencies. And it 

must allow time for the employee to react and to understand 

what you have said. A common difficulty in termination 

situations is that the employee hears what you say but does 

not understand the reality or the finality of the situation. Be 

prepared to repeat your message, but keep your delivery brief 

and to the point. 

Do not let the emotions of the situation engulf you. Keep 

your script at hand and ensure you follow it. 

Role Plays 

During the preparation phase, it is useful to discuss likely 

employee reactions and to role play various contingencies. If 

possible, role play with someone who knows the employee 

concerned and has some idea of the likely reactions. Consider 

having a professional third party, such as the Drake Career 

Transition Consultant, facilitate a coaching session to prepare 

managers conducting terminations. When few people are 

aware of the impending decision, you may have to limit the 

role play to individual rehearsals. 

Support 

Depending on specific circumstances, you may need medical 

and/or security support on stand-by to handle emergency 

situations, but be discreet. Of more benefit is the immediate 

availability of Career Transition support. 

Broad-based industry experience has led us to strongly recommend 

access to a Career Transition Consultant immediately 

following the termination meeting. This offers many 

benefits to both the employee and the manager: 

• The employee has immediate access to structure and 

direction as well as a neutral and empathetic person to 

release a range of emotions to. 

• The manager receives assistance in preparing, 

reviewing, and practising scripts and arrangements with 

an objective process expert. 

• The employee receives assistance with personal stress 

management strategies and tools. 

• The manager has the freedom to immediately focus on 

the core management responsibility — notifying and 

recommitting the remaining team members. 





3 :: conducting the 

termination meeting 

Consider 

How do you maximize your integrity and commitment to 

your employees? 

location, timing, and duration 

Where? 

Consider the privacy and respect of both exiting and surviving 

employees. Book a room away from the employee’s business 

area and preferably from your own office. Try to arrange 

for a location with two exits: The second exit can provide onthe-spot 

access to on-site Career Transition support. 

When? 

Deliver the message during business hours early in the day 

and early in the week, preferably before lunch time and 

with at least two days left in the week. Avoid delivering the 

message over any sort of refreshments (e.g., coffee, drink, 

lunch), though tea, coffee, and water (and tissues) may be 

made available after the message has been delivered, most 

appropriately during the follow-up with the Career Transition 

consultant. 

remember your objective. The following paragraphs provide 

a guide to content and how to handle potential objections or 

reactions. They are a guide only and should be adapted to fit 

individual circumstances. 

The Opening Statement 

Begin with a clear and concise opening statement with the 

reason for termination, such as: “Barry, I have asked you to see 

me today because I have to deliver some bad news to you. The 

business has decided to make some changes/restructuring. 

Unfortunately, as a result of these decisions, your position 

has been eliminated. I am advising you that your employment 

with (name of organization) will be terminated effective 

(date).” 

Delivery 

Select words you are comfortable with but that clearly convey 

the message that the employee is no longer employed 

with the organization as of the effective date. This point may 

need to be repeated several times during the course of the 

termination meeting, like a “broken record”. 

How Long? 

Keep the termination meeting to no more than ten minutes: 

Its sole purpose is to deliver the message that the person no 

longer works for the organization. You do not want to enter 

into debate. If the employee wants to dispute the situation, 

be prepared to offer further discussion at another time. The 

follow-up meeting with the Career Transition consultant may 

last longer to allow time to properly assess the employee 

frame of mind, exchange contact information, and discuss 

next steps. 

content and delivery 

No matter how well prepared you are, expect the unexpected. 

No situation goes entirely to plan, but by preparing 

for a range of contingencies, you will be able to adapt to 

most reactions during the meeting. Keep to your script and 



common questions and answers 

The employee will most likely ask a number of questions relating to the selection of positions and individuals chosen for 

downsizing, benefits, conditions, financial advice, unemployment benefits, and so on. You may not be able to answer many of 

these. However, ensure that any information you do provide is accurate: Stick to what is in the termination letter or what you 

know is 100% true. If you are unsure, refer them to the appropriate individual in your organization. 

These are some questions you may hear and your possible answers. They will not apply to every termination situation, and you 

will need to prepare responses in line with your organization’s own policies and procedures. 

Q: “Why me?” 

You need to be clear with the employee that it is strictly a 

business decision, based on such factors as organizational 

changes, financial downturn, relocations, existing work skills, 

work experience, team needs, work availability, and perhaps 

performance. 

Q: “What about another opportunity?” 

Stand your ground, as any concession will only create more 

problems. Try to get the individual to focus on the next step 

in their career and not the past. 

A: “The decision was not taken lightly. It was made after an 

exhaustive review of options and consideration by management 

(be prepared to outline this procedure). In your case, the 

decision was based on (insert reason, etc.).” 

A: “We have already examined the alternatives before making 

the decision. We do not think it is in your interests or 

ours to hold on in the hope that another opportunity will 

emerge. We believe that your own interests would be better 

served by exploring opportunities outside this company. 

To help you move onto the next step in your career, we have 

arranged for professional Career Transition services from 

Drake International to assist you in this transition.” 

Q: “You cannot be serious. I want to speak to xxx!” 

This is an example of non-acceptance as the person tries to 

find a medium to dispute the decision through ‘xxx’ or any 

other more senior manager. The key is to not exacerbate the 

situation by blocking the request, but being quite clear that 

the decision is irrevocable. 

Q: “You can’t do this to me just because I’m xxx.” 

This objection could relate to seniority, ethnicity, gender, age, 

or any other perceived reason for prejudice. First, ensure that 

there is no hint of bias in the decision and that it is not in 

conflict with any existing unfair dismissal laws or accepted 

practice. Second, refute the accusation calmly and stress the 

reasons in the opening statement. 

A: “It is your right to seek an appointment to speak with ‘xxx’ 

at a later date; however, I must stress that the decision was 

made after full consideration and has already been endorsed 

at this level.” 

A: “As I said before, the decision was made for business 

reasons. Your (claim of prejudice) did not enter into the decision-making 

process. The factors that were considered were 

(repeat reasons).” 





Q: “What have I got left in life?” 

Veiled or direct threat questions are usually made in anger. 

They may be threats of legal action, direct revenge, press 

exposure, claims of large and powerful friends and contacts, 

and hints of acts of personal desperation. In these instances, 

acknowledge the anger but try to direct attention to positive 

steps that can be taken and the arrangements set in place. In 

any event, document all threats and ensure that the appropriate 

staff is made aware of the situation. 

Q: “What about ‘xxx’ - I’m better/senior/more useful 

than them?” 

Do not allow any sort of comparison with other employees 

into the meeting. Steer away from the subject by a direct 

appeal to individual confidentiality. Never reveal the names 

of other terminated or surviving employees. 

A: “I’m very sorry you feel that strongly, but please take time 

to consider the implications of what you have said. I do want 

to stress that we are very committed to helping you move 

forward with the next steps in your career. No matter how 

you feel at this stage, we really want you to take advantage 

of the professional Career Transition services we have made 

available and talk the issue through.” 

A: “I can’t answer that. I’m sure that you would not want me 

to discuss your situation with ‘xxx’ or any of your other colleagues.” 

summary of how to deal with responses from exiting employees 

Avoid: 

• Offering apologies or detailed reasons for the 

termination. 

• Suggesting that you know how the person feels. 

• Offering false hope or making promises you cannot 

keep. 

• Laying the blame on higher levels or others in the 

organization. 

• Discussing other employees. 

• Being drawn into arguments or debate over past 

issues. 

• Using humour or engaging in small talk. 

• Straying from the parameters of your prepared 

script and response notes. 

• Getting involved in any sort of hostile exchange. 

Positive actions include: 

• Being factual and truthful. 

• Being direct and to the point. 

• Stressing the finality of the situation. 

• Being prepared and willing to listen. 

• Allowing the employee time to respond. 

• Repeating the message as often as you think 

necessary. 

• Allowing periods of silence in the conversation. 

• Asking agreement from the employee to move 

onto the next stages of the discussion. 

• Reviewing the separation package. 

• Keeping to the script. 

• Clarifying the separation date and the next step. 

• Ensuring the employee is introduced to their Drake 

Career Transition Consultant. 



Clarify Departure Conditions 

When possible, include the conditions of severance in the termination 

letter. Highlight the main points of these conditions 

during the meeting and ensure that the employee knows 

who to contact to discuss the details of the package. 

Often individuals want to discuss this with the Career 

Transition Consultant. The Consultant should not provide 

the terminated employee with information relating to their 

rights and entitlements because they may get the company 

position wrong or be seen by the employee as representing 

the company. Drake Career Transition Consultants ensure 

they remain and are perceived to be neutral, third-party 

resources. 

It is essential that the severance letter be clear and unambiguous 

and/or you make the internal specialist available as 

soon as possible to clarify the situation. For example: 

“Would you like to review the conditions of severance now? 

(pause for agreement) In line with company policy, you will 

be entitled to receive (parameters of package), which is about 

($$$$$) in your case. The letter (or attached document) provides 

the exact figures”. 

“If you speak with Payroll (or ‘xxx’), they will be able to give 

you the exact breakdown. I’m sure that you will want to consider 

your financial options and strongly encourage you to 

seek independent advice in that area. As part of your transition 

program, we have arranged for independent financial 

counselling through the Drake Career Transition program (or 

under separate arrangements, whatever the case).” 

Future Direction and Structure 

Communicate what is expected of the employee over the rest 

of the day and/or until the departure date. Some of this may 

already be laid out in the termination letter. However, it will 

enhance your position if you can provide this direction, even 

if it is only a broad summary and contains specific referral to 

the staff member who will administer the departure and to 

the Drake Career Transition Consultant who will facilitate the 

transition program. For example: 

“I would now like to indicate where we will go from here. 

(Name of staff member responsible for termination administration) 

will make sure that all of your pre-departure administration 

is completed. Once you have had a discussion with 

him/her and the Career Transition Coach from Drake, I’d like 

you to go home and think about the information you have 

been given. If you have further questions, please speak with 

(name), who will provide you with the information you need. 

Then, tomorrow you can start putting together the plan in 

moving towards the next step in your career.” 

closing the meeting 

There is no easy way to close the meeting. To some extent, it 

will depend on the response of the employee and your own 

interaction. At closure, you will need to pass over the letter 

and any associated documentation and direct the employee 

to the next meeting. Although you should not apologize for 

the decision, there is no reason why you should not offer your 

personal support and express your best wishes for the future. 

For example: 

“I am sorry that things did not work out. Here is your termination 

package. I want you to know that (organization name) 

is very keen to assist you during your transition. As I said earlier, 

we have put together some support in terms of the separation 

package and Career Transition services and would like 

you to take advantage of this. I will now introduce you to (HR 

Officer and/or Career Transition Consultant) who will provide 

you with more information on where we go from here.” 

4 :: nurturing the survivors 

Consider 

How do you minimize the negative effect on morale for 

remaining employees? 

Recognizing the Potential Problem 

When a number of employees lose their positions through 

downsizing, feelings of doubt, suspicion, and lack of confidence 

often spread throughout the organization. Remaining 

employees sometimes feel guilty about being kept on when 





well-respected colleagues have been displaced. The rumour 

mill starts up and, before long, morale drops, uncertainty and 

anxiety increase, and productivity declines. As a manager, you 

will need to try to counter these tendencies, all of which are 

perfectly natural and should be expected, even among the 

most loyal and disciplined workforce. 

Preventing or Minimizing the Problem 

You can take several steps to mitigate the effect of downsizing 

on the remaining workforce — the survivors. To prevent 

or minimize “survivor shock”, you will need to conduct meetings 

with them soon after you have held the termination 

meetings. Schedule and deliver them concurrently for best 

results. It is essential to deliver an accurate and specific message 

to remaining employees. For example: 

“I called this meeting today to tell you all personally that 

because of (insert reason), we have had to make a number of 

changes. This includes downsizing our workforce. No one at 

this meeting is affected. Those who have been affected have 

already been (or are currently being) advised. This is a difficult 

situation, and I want you to be aware of what this decision 

means for the future (outline any future benefits, direction, 

plans, etc). 

“The people who have been affected will leave over the next 

(time frame). They may let you know their situation or may 

prefer to keep it to themselves for the moment. Whatever 

the case, I’m sure that you will agree that they need all the 

support and understanding we can offer them. To assist their 

transition, the company has arranged for a support program 

(outline package and internal and external support being 

offered), which will help them through this period of transition.” 

Suggested Actions 

In addition, you will need to implement some or all of these 

measures: 

remaining employees dealing with both the substance 

and underlying causes of rumours. 

• Show empathy. Avoid negativity and offhand remarks 

about those who have left. Limit yourself to the facts 

and maintain discretion. Be prepared for emotional 

outbursts: Listen but don’t become defensive or 

argumentative. 

• Provide neutral forums for emotions and issues to 

be expressed and positively focused. Arrange for 

survivor, or change, workshops for supervisors and staff 

members, facilitated by Change Management experts. 

This has proven very effective in fast-tracking teams to a 

recommitment to the organization and its goals. 

• Be consistent and accurate. This will help establish 

trust and enhance your own reputation as an effective 

manager and leader. Do not make any predictions about 

what may or may not happen when you do not have 

accurate information. Follow up on suggestions and 

queries when you cannot provide answers on the spot. 

• Provide specific guidance. People sometimes sense a 

vacuum after downsizing. Ensure that specific work 

priorities and directions are laid out to focus the minds 

of team members on the job at hand. This can help 

prevent uncertainty and anxiety and establish a sense 

of purpose. 

• Schedule follow-up meetings. Subsequent meetings 

dealing with goals, responsibilities, and objectives can 

help maintain productivity. 

• Listen for and solicit information. Now is a good time to 

exercise “management by walking around” techniques. 

Listen and look for the undercurrent that may affect 

performance and productivity. Take the time to action 

staff follow-up. Prevention is better than cure. 

• Be visible. This is not the time to keep a low profile 

in the office or get locked away in meetings. Get out 

and about and be on hand to answer questions from 



5 :: conclusion 

In an increasingly challenging business climate, many organizations face significant change to 

maintain a competitive advantage. The prospect of talent rationalization is often a consequence 

of this change. 

Terminating employees without the proper process can have an overly negative effect on the individual 

and cause unnecessary business disruption. 

There is no guarantee that adherence to any particular set of guidelines will prevent all negative 

reactions from occurring. However, the measures presented in this white paper will help managers 

minimize the adverse affects of downsizing on the terminated employees, themselves, and 

those employees remaining in the organization. 

Essentially, the task becomes one of leadership as you strive to influence people into accepting, or 

at least coming to terms with, a situation they would rather not face. 

People faced with termination are vulnerable. It is critical that managers involved in the process 

ensure this vulnerability is not allowed to compromise the future well-being and development of 

the employee outside the organization. A willingness to approach each termination as an individual 

situation, preparing thoroughly, maintaining sensitivity and perspective can make a positive 

impact on each transition. 

Throughout this process, it is also important that managers be aware of the impact on themselves. 

It is often a difficult and stressful meeting for them. Managers are therefore encouraged 

to develop healthy lifestyles to cope with the stress of terminating employees. 

When in doubt, always refer back to a professional in the particular area of concern. You cannot 

assume total responsibility for areas you are neither trained in nor prepared for. However, you 

cannot absolve yourself of all responsibility, and there is much you can do to prevent issues from 

arising. drake outplacement/career transition services recommends considering the suggestions 

in this white paper and integrating them into your existing termination process. 

If you require assistance, call us. Our career transition and outplacement solution assists organizations 

to implement organizational change while balancing the needs of the business with the 

needs of their staff. 



Founded in 1951 

drake international assists organizations to improve their profitability by enhancing their 

productivity and performance through people. our suite of talent management solutions 

has been created to improve your organizational effectiveness and your bottom line. 

for more information: 

call 1 800 go drake or 

visit drakeintl.com 

global offices 

• australia 

• canada 

• hong kong 

• new zealand 

• philippines 

• poland 

• singapore 

• south africa 

• taiwan 

• united kingdom 

• united states 

© copyright 2017, drake international na. 

all rights reserved. drake and its logo are trademarks of drake international. this white paper uses general information to introduce 

the topic. to find out how this information can apply to your specific situation, consult a qualified drake solutions specialist.

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