Contents

Introduction................................................................................................................ 2
Preventing Negative Emotions................................................................................... 2
Dismissal Meeting...................................................................................................... 3
Compensation for the Separated Employee...............................................................5
Conclusion.................................................................................................................. 7
References.................................................................................................................. 8

RED: BIG NO
BLUE: ok
YELLOW: REWRITE OR MODIFY

Introduction
In any organization, manager should discuss the actual purpose for the
employee being dismissed. The core focus of this dismissal is not on the individual
who is being released but it should be the position itself. It signifies that if any
individual or an employee is not able to fulfill the requirements of his designation or
if the position is not longer available, then the decision would be implemented
leaving the person or an employee to leave the position. The role of the managers
would be to help prevent the negative emotions that can arise as soon as the
decision to lay off an employee is taken (Hall, 2012). The manager should be able to
illustrate the actual reason of the layoff in a way that will result in an acceptance of
the decision by an employee in a more comprehensive manner. .

Preventing Negative Emotions

The most significant component within the layoff process is communication.
The core reason for this is to deal with the negative feelings and emotions that may
arise due to the layoff. The three strategies that can be implemented within the
communication process include the following:
1. Recognition of the contributions of an employee to the organization
2. Communicating with the employee within a private place and
3. Preparing oneself as a manager for any severe emotions or anxiety that
might arise from this decision.

The following reactions can shown by an employee during the dismissal

meeting:
1.
2.
3.
4.
5.
6.

Depression
Increased accidents
Productive loss
Grief
Negative and hostile attitude towards work
Silence or Shock

Additionally, supervisors or managers can definitely find it quite difficult to

experience the following in accordance with the layoff decision.
1.
2.
3.
4.
5.

Anger
Resistance to Change
Shock
Depression
Insecurity
With all the information mentioned above, there should be some certain

strategies that would be needed to prepare for all this. This includes the fact that
managers should be more knowledgeable about the process of layoff and other
resources that are available. The ways through which managers can cope with the
negative emotions that can accompany an employee layoff are as below:
1. The managers should communicate with other supervisors who had been
through the same experience.
2. They should not disregard the employees perspectives and hence,
understand it in a decent manner.
3. The managers should also maintain an open communication which would
prevent the anxiety that can result due to such meeting. The managers
should allow the employee to express his or her sentiments.

Dismissal Meeting
Employee dismissal can be a troublesome task due to which it needs a
careful consideration of the rules and regulations. If the dismissal meeting is poorly
managed, then it can result in the shatter of loyalty and trust employees possess for
the company. Just like the management task that is dealt with extreme care and
consideration, this also need to be done accordingly. Hence, the manager should be
capable enough to perform this onerous task with integrity. There are some
managers who dont comprehend this delicate matter which results in shocking,
aggressive and abrupt responses of employees. So, in order to prevent from any
ambiguous or abrupt situation, the process should be legitimate and clear which
would ensure the employee that appropriate procedural justice has been carried
out. Any particular employee can be dismissed due to the following reasons:
1. Capability : Not able to perform the job as required
2. Conduct: The work related conduct is not appropriate with the clients and
staff.
3. Legality: Not able to follow the legal concerns like misplacing the driving
license if that was a substantial requirement within the job performance.
4. Redundancy: The task for which an employee was hired has been outsourced
or has dried up.
There is a seven step process that should be followed while conducting a dismissal
meeting. They are as below:
1. Notifying an underperforming employee about the meeting so as to discuss
the performance since things are not favorable at all.
2. Telling the person about the upfront concerns so that they can have the time
to prepare.

3. Conduct a review meeting at an office. It would be appropriate to explain

appropriate reasons to take such an action.
4. If such a review meeting is not the final one, then it would be recommended
to give an employee a chance to enhance his performance within the review
period.
5. Documenting the meeting with the issues and grounds of concern in
accordance with the agreed actions and then send this particular letter to the
concerned person to the HR department.
However, if the review meeting proved to be useless, then the dismissal
reason should be reviewed by numerous parties before the matter should proceed
further. This reviewing and evaluating session helps to make sure that the decision
being taken is not due to any personal differences between an employee and
employer (Carby, 2011). More than this, if there is a case of a poor performance or
misconduct, the ultimate decision should not be taken unless an employee has been
given the last chance to voice his concern in accordance with the allegations within
the disciplinary hearing. When the core reason for dismissing an employee has been
reviewed and deemed to be valid, then it would be recommended to inform the
employee about his release. The decision can be delivered either verbally in a
private place or a letter must be provided to the dismissed employee with the
explanation of reason behind his dismissal.

Compensation for the Separated Employee

It would be better to make an assumption that an employee has been hired
by the company for fourteen years and that the benefits and perks provided by the
company to an employee includes one week pay each year in addition to the
applicable costs for living standards and adjustments. The amount of payment will

reflect the exact hourly rate received by employee while being under employment.
This means that the employee will be compensated for fourteen weeks of
compensation after being dismissed. The schedule of payment will reflect the
similar schedule of payment experienced by the employee while he was under
employment that was twice in a month. Therefore, the schedule of payment is
shown below where, the dismissal date of employee is 31 st August and his weekly
earning was $1500.
Starting lines and assumptions are unclear
Amoun
Date
15-

Sep
30-

$3000

Sep
15-

3000

Oct
31-

3000

Oct
15-

3000

Nov
30-

3000

Nov
15-

3000

Dec

3000

Within the package of benefits offered to the employee, there is an option for
the single lump sum payment which would pay the employee his full amount in
accordance with the benefits of layoff within one lump sum. But that would not

incorporate the relevant cost of adjustments related to living. The employee would
get it within a total of 30 days after he is laid off.
Organizations commonly rush to the dismissal of an employee with the
mindset of wiping out their incapable representatives from the company and hiring
some more effective and capable labor. Nonetheless, this does not ensure that the
new and significant workers will stay faithful to the organization. Dismissals can
likewise decline trust among the other efficient and productive employees and may
enhance this fear and stress of their being laid off as well. Generally, layoffs infer
that the organization is battling and is compelled to scale undergo layoffs.
Communication for this situation is accordingly vital with the goal that workers
comprehend they are esteemed, as well as that the organization does not anticipate
laying off any more representatives.
There are numerous concealed costs which can be connected with dismissals
and are not regularly represented by organizations before layoff choices are made.
"The direct expenses" of dismissals from outplacement severance and services pay
can include at first, however indirect expenses like losing experienced deals and
promoting workers who have solid associations with customers can bring about
enduring harm to a business.
In accordance with the outlined benefits, the worker has been guaranteed
remuneration of up to $21,000, yet this does exclude the expense of supplanting
the employee, provision of training to the worker, and the HR expenses of the whole
process. It is imperative that the organization plans for the financial misfortunes
which may be a consequence of the dismissal.

The last way in which the layoff could influence the organization is the morale
within the work environment as workers may feel debilitated or disheartened by the
loss of their collaborator. Communication, once more, is essential in guaranteeing
that the workers see precisely why the dismissal was fundamental and how it will
enhance the organization's long haul success. On the off chance that the
representatives support the layoff decision, they will have the capacity to proceed
onward from the change substantially more rapidly. Interestingly, if they feel it came
as a real amaze and without justifiable reason, they will indicate a resistance to the
change.

Conclusion
The plan of layoff illustrated in this report gives a few ways to deal with the
procedure including the initial layoff interview and routes in which the organization
can adapt to change resistance. As far as the organization is clear about the
procedure and reasonable to the individual being lay off, such a methodology can
happen easily with almost no snag. A critical part in which managers ought to
remember is being arranged for the passionate consequence from both the worker
being discharged and also the chief compelled to perform the release.

References
Carby, J. R. (2011). ASPECTS OF UNFAIR DISMISSAL LAW. Managerial Law, 1-65.
Hall, J. C. (2012). DISMISSAL FAIR OR UNFAIR? Managerial Law, 2-47.