Separation conversations are challenging. The benefits of preparing effectively cannot be underestimated. To handle these conversations with confidence and compassion, make sure you’re across of all the information at hand and are ready to answer any questions that come your way.

Preparation will help you to:

  • Communicate the decision clearly and consistently
  • Provide facts clearly and with empathy
  • Present the decision as final
  • Retain dignity
  • Understand the impacted employee’s situation better and encourage them to take positive action
  • Ensure compliance with legislation, organisational policies, and procedures 

7 steps to prepare for the initial conversation

As a manager, delivering a separation conversation is one of the hardest tasks you’ll encounter. But with a strong commitment to supporting impacted employees through this conversation, the benefits to the organisation and the individual can be significant.

1. Understand all the facts

It’s important to understand the background and rationale for any organisational change to ensure you communicate it effectively, confidently, and consistently. This will help you dispel any confusion, debunk rumours, and limit negative perceptions of the organisation.

2. Access all required information

Be familiar with any material that will be covered during the separation conversation so you can comfortably speak to the situation and answer any questions confidently. If you are unsure of anything, it’s up to you to seek clarity ahead of time. 

As a manager, you should be prepared to discuss the following and know which resources impacted employees can be referred to:

  • Separation policy and procedures
  • Separation package details
  • Grievance procedures and any union-related issues
  • Support services (e.g. career transition services and/or employee assistance programs)
  • Resourcing and selection process and associated timeline (if redeployment or internal mobility is an option)
  • Recovering company assets and revoking digital access

3. Prepare for each discussion

This is particularly important for any manager preparing for a separation conversation for the first time. Consider preparing these thoroughly before the conversations happen:

  • Agenda and script: To manage the discussion and keep it on track, prepare an agenda and script addressing the facts and key points to be covered. While you certainly won’t want to appear overly rehearsed or too scripted, you might want to practice the key messages to gauge the approximate time needed for the meeting and provide time for questions.
  • Emotional reactions: Given the sensitivity and highly personal nature of these conversations, it’s important to prepare for different reactions. These often range from; shock, denial, anxiety, panic, anger, remorse, guilt, and believe it or not, perhaps even relief.
  • Understand the impact: Know the specific implications for everyone, including any potential options/choices that might be available to them, such as voluntary redundancy or redeployment opportunities. 
  • Scheduling: If you are dealing with multiple redundancies, the separation conversations will still need to be conducted individually. Look at our tips on Scheduling Separation Conversations for essential tips and considerations.

4. Prepare to handle requests to be a referee

Think about how you might respond to a request to be a referee. If asked, state the company’s policy regarding references (if one exists). Handling the matter truthfully is the best approach. 

If you feel uncomfortable providing a fair overview of an individual’s strengths or weaknesses, consider another senior colleague who may be able to provide a reference. 

5. Prepare forms and letters

Check with HR to understand if there are any forms required and letters to be signed or issued during the separation discussion, particularly around any non-compete, non-disclosure, restraint, or confidentiality clauses that may still apply. 

Termination details and the reason for the redundancy should always be documented and checked by HR to ensure the correct legal, policy, and employee relations requirements have been met. The written notice of termination due to redundancy must be given to the impacted individual in the standard company format during the separation discussion.

6. Prepare 'how' to conclude the conversation

Understand how to direct the individual concerned at the conclusion of the separation discussion. For example, if on-site support has been arranged, know the name of the JobAccelerator career transition consultant and where to bring the impacted individual. 

Of course, if the separation conversation will be happening remotely, you will need to have the logistics sorted out in advance.

7. Ask for help if you need it!

HR should provide the information required to undertake effective separation discussions, but if anything is unclear or additional support is required, seek this out immediately. The support provided by HR should also include instructions regarding any forms to be completed or any documents that need to be signed for legal or compliance purposes. 

Remember, the separation conversation is never easy. Being well-prepared and understanding the emotional aspects can make the process more manageable for both you and the impacted employee. Always prioritise their well-being and make sure to preserve your employer brand throughout the process.