Preventing a Breakpoint

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Feb 1, 2007 - OI Partners

A client in job transition is visibly shaken and distraught. Another recently terminated employee has a heart attack within weeks of his termination. While cleaning out her desk, a terminated employee has unusual heart palpitations and the company calls 911 for a trip to the ER. Coincidence? Perhaps, but sometimes a breakpoint is reached with an unforeseen job loss. Can the organization play a role in preventing a breakpoint? We suggest four levels of preventative action for consideration.

1. Recognize the real potential for breakpoint responses to job loss: Layoffs and terminations are uncomfortable events for managers and leaders. This discomfort can be masked by a task-driven approach to planning and completing staff terminations. Keeping a balance between the logistics and the life impact of these business decisions opens the door for addressing a breakpoint concern.
2. Talk about potential at-risk employees early on in the termination process: At risk employees are frequently staff whose workplace is their community, employees who have suffered recent deaths or severe illnesses of significant others, or longer term contributors who have been mistakenly reassured that their job is secure. Most prone are employees with ongoing chemical dependency issues. Supervisors are often aware of staff that fit these categories of concern.
3. Have an HR representative at the termination meeting(s): The manager delivering the message is often so focused on getting through the speech that subtle or obvious signs of severe reactions can go unnoticed. Employees devastated by the news may be stunned and appear cooperative. An HR representative at the meeting can assist in picking up signals that the impacted employee may have difficulty adjusting to job loss.
4. Offer professional assistance, such as EAP counseling or on-site outplacement consultants at the point of termination: The best assistance you can offer may be someone who is not connected to the company. A termination meeting can quickly breach the trust bond between an employee and any staff who participate on behalf of the company. Having a more neutral third party as a resource can help bridge a breakpoint employee to a more constructive response.

Are these rare events? Yes, but one is too many! Don't lose sight of the possibility of breakpoints happening. We've seen them. There is a fine line between company responsibility and liability in these breakpoint instances. Legal implications aside, precautionary measures often require minimal time and cost, but can be a life-saver for some employees.

Jeff Trautman is vice president/general manager of OI Partners-The Brighton Group (Bellevue, WA). He can be reached at 425-451-3929 or jtrautman@oipartners.net