One aspect of running a business that is never easy is when you're faced with laying off or terminating an employee. Tactfulness certainly comes into play here, as does empathy, respect and honesty. Especially when you otherwise appreciate the employee but have to let them go in light of financial reasons or because of infrastructure changes. In those cases, terminating that employee can be a truly difficult task. So how exactly should you approach this type of situation?
Remember, terminating or laying someone off is not just about the employee in question. Terminations can impact the people left behind and the company culture as a whole. Ideally, you can find a way to let someone go so as to minimize the negative impact it can potentially have on your organization, its culture and employee morale.
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Letting people go is always emotional and unpleasant. When the rationale behind a termination is not related to job performance but rather to downsizing, the process can seem particularly tough. The same can be said of layoffs. Typical reasons businesses need to lay people off or terminate employees, other than poor job performance, include:
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Whatever your reasons for needing to terminate or laying off employees, you will also need to take into consideration the mindset of the “survivors,” especially if you are laying off multiple employees at one time. Survivors are those individuals who are left in the wake of layoffs or terminations.
“Layoff Survivor Syndrome” can manifest itself in a number of ways, from employees expressing anger at the company, to a loss of productivity to employee resentment at having to take on more work. This is why terminating personnel can be such a multi-faceted process as you also have to navigate the emotional and mental states of those who are still working for you.
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Employers who adopt the following best practices will help employees leave with dignity and demonstrate to survivors the company cares about people – both those who have been let go and those who remain.
The same principles outlined above apply when communicating with remaining employees about the company’s layoffs. Survivors will have concerns and questions. They may experience a range of emotions that could include guilt, sadness and trepidation. As noted, they may also be angry with the company.
Acknowledge employees’ feelings and provide regular opportunities to discuss the emotions they’re experiencing. Reassure them through words and actions, such as providing additional career development opportunities that demonstrate how much you value them.
Be as honest as possible about why the layoffs were necessary and how the company plans to adapt. If possible, hold one-on-one meetings with employees who remain, so you can personally stress the important roles they play in the organization’s ongoing success.
Showing compassion and respect to employees, whether they’re leaving or staying, is always the right approach. Besides mitigating ill will on the part of the departing employees, it helps surviving team members feel valued and remain productive. If you need help navigating a difficult situation involving employee terminations or layoffs, we are here to help. Our experts have worked with hundreds of Kansas City businesses, and we are ready to assist you. Call today! 
Written by
Jeanette Coleman, SPHR, SHRM-SCP, is the Director of Human Resources at Axcet HR Solutions, where she has contributed her expertise for over 21 years.
As a leader in the HR industry, she holds advanced certifications as a Senior Professional in Human Resources (SPHR) and SHRM-Senior Certified Professional (SHRM-SCP). Jeanette oversees HR strategy and operations, ensuring Axcet delivers exceptional HR services that help small and mid-sized businesses stay compliant and grow.
With a Master’s degree in Human Resource Management from Keller Graduate School and a Bachelor of Science in Business Administration from Kansas State University, Jeanette is well-equipped to lead and support clients in navigating complex HR challenges.
Throughout her 15-year tenure as Director of Human Resources, she has been instrumental in positioning Axcet as the Midwest’s largest and premier Professional Employer Organization (PEO). Her previous roles at Axcet include Director of Employee Benefits and Senior HR Consultant, where she gained extensive experience in HR outsourcing, payroll administration, and employee risk management.
Jeanette’s leadership reflects her deep commitment to helping businesses thrive through strategic, compliance-driven HR solutions. Through her writing, she shares insights on HR strategy, compliance, and best practices to help employers confidently manage their workforce.
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