Going the Extra Mile During a Layoff Crunch: A Case Study

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Jan 31, 2007 - OI Partners

Nine days before a layoff: The call comes in from an HR leader that there may be a layoff very soon. It would be the first of this magnitude in the company's history with as many as 18 percent of the workforce impacted. The OI Partners firm arranges an early morning meeting the next day to discuss the implications of this pending decision with the senior leadership team.

Seven days before the layoff: It is clear that more than 400 staff at nine locations will be impacted, and the terminations have to happen in seven days with all notifications happening the same day. It is also clear that the company has not been in these waters before and has significant staff consolidation, event planning and communication work to do with very little time. The OI Partners firm begins an early morning war room to strategize offsite with the client and orchestrate a plan for implementing an effective termination and post termination support and communications strategy.

Five days before the layoff: Key message documents are delivered to the HR team for review, a termination training event is scheduled for all participants, and dry run of the termination day logistics is set up for a coincidental holiday when most staff are not at work.

Four days before the layoff: OI Partners contact local hotels to arrange three different locations for a post-termination day, job transition orientation, and the scheduling of more than 425 emotionally charged workers to access their outplacement service benefits. Approximately 450 packets are packaged and delivered for inclusion into the company's severance benefit package. An executive team briefing is held to prevent a last minute exodus of leaders on termination day and equip this group with visibility and communication strategies.

Three days before the layoff: Final meetings are held to review the list of potential terminations. OI Partners consultants bring to light two staff with the same last name that are, in fact, married and expecting a baby. They recommend retaining one of the couple because of the symbolic insensitivity and real repercussions of terminating a husband and pregnant wife. Fifty managers are trained and role-play the termination discussion, with OI Partners consultants giving small-group feedback.

One day before the layoff: Back at the OI Partners office, the war room continues with final scheduling of logistics and a review of the communication follow-up required to secure participation of 75 percent of the terminated employees in one of three, post-termination service orientations. OI Partners consultants review the department meeting Q&A documents for use by each of the managers who are participating in the termination meetings and charged with speaking to their remaining staff regarding the day's events.

Layoff day: Twelve OI Partners consultants awake at 4:30 a.m. to prepare for the day with four driving to different locations for 6:30 a.m. termination meetings with night shift employees. The rest are at seven locations by 7:45 a.m. to conduct more than 35 termination meetings each for the remainder of the exempt and non-exempt staff. By 4:30 p.m., all staff has been notified; no incidences have occurred. All staff meetings have been held, key messages shared and questions answered, and each executive has been visibly present to support the events of the day.

Day one after the layoff: More than 350 staff show up at three designated locations to vent their feelings about the events of yesterday to the OI Partners staff facilitating these 90-minute orientation meetings. In addition, attendees receive help on unemployment benefits and the chance to sign up for workshops with follow-on coaching. The mood is varied with outspoken employees seeking an audience for their frustration and less vocal, terminated staff seeking assistance for moving forward. More than 280 staff register that day for services.

Day two after the layoff: The executive and management team, along with OI Partners consultants gather onsite to debrief the events of the week. The CEO commends the team for delivering an out-of-the-box solution with minimal days to prepare. The HR team smiles and looks over at the OI Partners team, both giving the other a thumbs up!

Who did this? More than 125 leaders and staff, at eight locations, investing more than 2,500 hours over nine days. We all did this-together!

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