Here's how you can maintain consistent messaging during a layoff.

Demitir alguém não deveria ser surpresa para a pessoa demitida, uma demissão precisa vir após séries de feedbacks na qual a pessoa teve um plano de recuperação e não conseguiu. Na demissão precisa vir explicando, uma forma humana e se colocar a disposição para ajudar na transição.

It's all about planning - creating a detailed timeline, arming leaders with the information they need to be both compassionate and credible, and taking just as much care with the employees who will stay as you do with those who are being laid off. Be consistent in every detail: when a heartfelt message about the value laid off employees brought to the company is followed by security guards watching those employees empty their desks, your remaining employees will notice. And your top performers - the ones you need for your business to recover - will head for the door themselves.

It is essential to establish a clear communication plan, deliver messages with empathy and transparency, and provide timely updates. Besides, ensure all leaders are aligned on key points, use multiple channels for dissemination, and offer support resources to affected employees.

Timely and clear communication by leadership about necessary steps that will follow with a heartfelt message addressing the human. Followed by a seamless process that doesn't leave room for speculation and uncertainly regarding what is to happen when. Offer support throughout, whether it is involving an outside recruiter to support job transitions or helpline / counselling with advice in how to handle this difficult situation efficiently without exaggerating stress levels.

La transparencia y la humanidad son los mejores aliados en un proceso de reestructuración. Que la incertidumbre no sea la preocupación principal de los profesionales. Actúa con agilidad, evita que el rumor sea el principal canal. Hay que dirigirse a la plantilla como adultos, que comprendan la situación y sepan cuáles son las opciones de forma clara. Aunque las decisiones se tomen al más alto nivel, que los profesionales sientan que forman también parte de ello y que a pesar del trago, recuerden a futuro otras situaciones positivas.

Be as open and transparent as possible. You can't always share all the things because of legal reasons, unknowns or agreements being worked out. But, share everything you can and be open about why you can't share more. Give your employees ways to share or their questions will go underground and the rumor mill will get started.

Be honest. But equally important, acknowledge the elephant in the room. There's nothing worse than watching leaders skirt around the topic that's on everyone's minds. Address it, talk about the what and let them know what's next.

An example of an empathic tone during internal communication include explanation of the selection criteria of intended retrechees. A fair and transparent selection criteria helps employees understand the why and how part of the process which may bring closure to endless questions which employees might have with respect to the process

There is nothing better than showing people that you care about them despite the decisions made. Communicate with empathy but remain professional. Even the headline should be crafted with sensitivity because this is the first thing we see. Let the affected employees know that they added some value in your company but you must make such measures.

Maintaining a uniform message throughout a layoff period necessitates the principles of clarity, empathy, and transparency. It is imperative to ensure that all forms of communication clearly articulate the rationale behind the layoffs, delineate the support resources accessible to the affected employees, and underscore the organization's dedication to the welfare of those impacted. Leaders are tasked with the responsibility of conveying this message uniformly across various channels, in alignment with the organization's core values, and fostering open dialogue to alleviate uncertainty and cultivate trust among the remaining workforce and stakeholders.

As an Internal Communications professional communicating a crisis or a bad news is critical. The communication needs to be honest, showcasing the reason for the layoff, the support that has been given to the employees that are facing the layoff and further steps that the organization has taken to better the situation. A connect with top management through a podcast or townhall also acts a reassurance that steps are being taken to address the situation. The tone of the communication should be empathetic and must echo the values of the company. Employees must also feel free to share the questions about the layoff situation and the communication team needs to help with practical answers.

Ensure that employees that are on their way out have the required contacts to reach to incase they have any queries post their exit. While the news of layoff is disturbing and initiates a domino of rumours, the senior management of the organization should conduct team meetings to address the recent developments and answer to queries from their teams to ensure that business functions as usual.

One channel and where possible knowing each internal audience are different too. There is the senior leadership team, operations teams and more. Classify them and address them appropriately. Some news maybe for all to hear at the same time but giving your senior leadership team priority will aide you as the Chief Communications officer allies in your role.

Communication, when done in a timely and planned manner helps the team to stay focussed on the business goals rather than playing the guessing game. The management teams need to stay transparent in their communication and direct in their approach while communicating with internal teams to keep employee morale high.

Il est important de préparer le plan de communication à l'avance afin d'être prêt pour différentes éventualités. Il est primordial d'assurer également la mise à jour des informations et d'être réactif, pour que chacun apprenne les nouvelles de sa hiérarchie et non pas par des bruits de couloir.

This is a hard one. By using internal channels, one might expect you have checked this box. However, look at the time you post the information, and the quality of information. Are there others to check with before disseminating the information? Check all boxes and to ensure you deliver on timely fashion, multiply the responsibility of who helps send the messages and how.

I have discovered that the main resource required during management of layoffs is for the management to "walk the talk". Trust and loyalty from both exits and survivors comes when management deliver as promised. False promises demoralizes and have negative connotations on employee's morale

Detalhe os pacotes de indenização: Especifique valores, critérios de elegibilidade e prazos claramente. Forneça serviços de recolocação: Ofereça acesso a plataformas de emprego, workshops de preparação para entrevistas e consultoria de carreira personalizada. Ofereça apoio psicológico: Destaque a disponibilidade de serviços de aconselhamento para apoiar o bem-estar emocional dos funcionários afetados.

As an additional support organizations can provide 6-12 months access to learning and development subscriptions like LinkedIn Learning solutions or equivalent to employees that have been given the pink slip. When the dust settles, the employees will see that the organization stills values their time and effort during their tenure in the organization building a positive image for the brand.

Providing fact sheets related to the layoffs and support resources to all employees is crucial. Ensure your staff has access to these materials to prevent feelings of miscommunication or lack of appreciation. A disgruntled employee can lead to negative PR, so it's important to address their concerns proactively.

Depending on the information being shared, is it for response or just to inform. Providing channels and resources for your internal audience to access, gives them a refresher on the news, better knowledge of your vision and how.

Para manter mensagens consistentes durante uma demissão, siga estas três lições importantes: Estabeleça uma comunicação centralizada: Designar uma pessoa ou equipe responsável pela comunicação ajuda a garantir que todas as informações sejam transmitidas de forma uniforme e precisa. Crie uma mensagem padrão: Desenvolva um roteiro ou guia que aborde todos os pontos essenciais, como motivos das demissões, detalhes sobre pacotes de suporte e próximos passos, garantindo que todos os comunicadores sigam a mesma linha de discurso. Revise e ajuste conforme necessário: Esteja preparado para adaptar a mensagem com base no feedback e nas necessidades emergentes, mantendo a transparência e a consistência ao longo do processo.

As the communicators, you need to be connected with the decision-makers from the outset - understanding the context, timelines, and background,and getting that information first-hand, are all key to crafting empathetic, clear and consistent messaging.