It doesn’t matter how well an organisation has treated someone in the past. How you handle their exit is the way they will remember you.

A separation conversation with an employee is one of the toughest discussions a manager will ever have. As the impact of restructuring and redundancies is significant for all those involved. 

Let’s explore the “to-do’s” in your meetings:

  • During stressful situations, people hear the words but may find it difficult to absorb what is being said. To help, try speaking in simple terms, talk clearly and avoid rushing.  
  • How things are said matters and will impact how a person processes information. You should conduct the meeting in a professional and formal manner to convey the significance of what is being said.
  • Try to encourage a two-way conversation, by allowing questions to be asked at appropriate intervals. This will ensure the individual gets the support they need and will personalise their understanding of the process.    
  • Be aware of the individual’s tone of voice and body language  during the discussion.  Tuning into these cues will help you to get a better sense of their emotional state and ensure you react appropriately.   
  • Take notes during each discussion, to document and record any salient points and outcomes, capture feedback, and identify questions to be addressed.  

You should never feel at risk during these meetings. If you experience an extreme reaction, then the discussion should be ended, and the individual directed to an employee assistance provider (if they are onsite).

6 steps to conducting your conversation

Download our ready-made script template for an effective separation conversation meeting:

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Step 1: Before starting the discussion 

Take some time to set up your meeting space in a way that will make everyone feel comfortable.

  • Reposition seating as required and ensure tissues and water are available.  
  • Ensure you can meet in a private space or meeting room. 
  • Turn off phones and divert calls.  
  • If the meeting is taking place remotely, everyone must have their camera on.
  • Ensure that preparation notes and required forms are on hand, including letters and other information to be issued.  

Step 2: Introduce the purpose of the meeting

Ask the individual to be seated and start with a greeting . Briefly and succinctly state the purpose of the meeting.  

If at any point during the conversation, the individual is emotional or would benefit from some time, offer to take a short break, leave the room, and allow the individual to regain their composure. Recommence the conversation after a few minutes.

Step 3: Convey the key messages​

Helping a person understand why their position is redundant is important in supporting them navigate the change.

Understanding the timeline is also critical in helping to manage this period of uncertainty.

It’s important that these messages are clearly communicated:  

  • Explain the business restructure. Give some appropriate detail on the new personnel changes (referring to an organisation chart can help their understanding).  
  • Clearly communicate the reasons for redundancy. Be prepared to clarify the basis for the person’s position being made redundant.
  • Share a clear timeline for implementing the change.
  • Remind the impacted employee that positions are made redundant, not people.  
  • Never confuse redundancy with issues of performance.
  • Make it clear that is a business decision, not yours.
  • Things to avoid
  • Do not rehash, argue, or negotiate; the decision is final.
  • Avoid becoming defensive about the termination.
  • Do not provide false assurances or make promises.
  • Try to prevent the person from storming out of the office.
  • Refrain from giving financial advice.

Step 4: Explain the process and next steps

Once the rationale has been made clear, the person will need to be told what this means for them. The information provided must relate to their circumstances and clearly outline the next steps, including potential for redeployment or separation. 

If career transition services are available to the impacted employees, these should be made clear. Understanding what support is available will help them cope better with the redundancy.

  • Redeployment Consideration

If there is potential for redeployment, voluntary or involuntary, the process and timeline must be communicated. Remember that it’s not just about sharing a list of possible internal roles. Provide coaching and support to help individuals identify their transferable skills and address any skills gaps for a smooth transition.

  • Recruitment Support

If there is a resourcing process, the affected individuals should be given a a list of available internal roles or told how they can access tools for applying to these vacancies where appropriate. They should also be made aware of any support that will be offered, such as workshops to support them applying.    

Step 5: Documentation

It must be made explicit that redundancy will be applicable if the individual is not redeployed to a new role. If it’s a separation, the letter of notification of redundancy should be read and important aspects such as severance entitlements, notice, and exit date made clear. Any document requiring the signature of the impacted individual must be signed after it has been reviewed and discussed.   

If career transition services are to be made available to impacted individuals, these should be introduced. Understanding what support is available will help individuals to cope better with the message of redundancy so it’s important that you can explain these services to them. Any supplementary collateral relating to these services should be provided to the individual to take away with them to review in their own time.

Step 6: How to end the conversation

It’s important to recognise that is a challenging time and remain empathetic. Acknowledging the difficulty of the situation will help make the employee feel heard and understood. To conclude the discussion include these points: 

  • If you’re unable to provide appropriate answers at the time of the meeting, make it clear that you’ll seek the relevant information, and come back to them as soon as possible. 
  • Let them know that they can come to you or HR for any further questions. 
  • Re-emphasise the availability of career transition services, if available, to help individuals feel supported or employee assistance programs.
  • Refrain from making statements like; “I’m sorry”. 

It goes without saying that you should maintain professionalism throughout the conversation. However, by handling the situation with empathy and care, you can support the person during this challenging time.