In today's dynamic business landscape, workforce changes are often inevitable and challenging. This article delves into the crucial aspects of approaching difficult decisions with empathy during such transitions. Drawing from expert insights, it provides practical strategies for leaders to navigate these complex situations while preserving employee dignity and maintaining organizational integrity.
6 people answered: Angela, Ben, Brian and 3 more
Despite the stereotype, HR leaders don't enjoy letting people go; instead, it ranks as the worst part of our role. However, in spite of best intentions and efforts, it is sometimes the reality that we face, and there is a way to do this that preserves human dignity and the engagement of those employees who remain.
The top 5 things I have learned in order to remain honest and human during this process are to:
(1) Remember that actual people (and their families) are being impacted, so rather than using non-personal language like "roles" or "jobs", talk about the people who are part of this decision.
(2) Give impacted people as much notice as you can so they can prepare emotionally while transitioning work effectively. Sometimes this is a few weeks, sometimes only a few hours, but whatever it is, remember that surprises never feel good and can be dehumanizing.
(3) Establish, and be open about, the criteria being used to make the decision. If it's due to performance, be direct and honest. If it's due to budget constraints, say that. If it's work that is no longer needed, be clear about that. When you are clear about the considerations, it feels less personal and more about things outside of an individual's control.
(4) Guide your people leaders in how to have these conversations with care and appropriate directness. Offer coaching, scripts, practice, and supportive presence - but it's best for it not to be done by HR and instead by the person who knows the impacted employee best. Nothing is more anxiety-inducing than meeting HR for the first time on your last day and being told by someone you don't know that you have lost your job.
(5) Offer transition help where possible, such as networking leads, outplacement assistance, career coaching. And, don't forget that those employees who remain are also transitioning and that takes time. Showing care and compassion to both is important.
While there is no "perfect" way to let people go, if you keep a human-to-human mindset and show authentic compassion, vulnerability, calmness, thoughtfulness, and respect, you will earn trust even in this worst-case scenario.
As the General Manager of a small business, I'm often making the final call on retention. When it's called for, I don't struggle. However, recently, we had to let go of an employee, not because of performance issues, but because it became increasingly clear that they were simply the wrong fit for the role and our team. It's one of the more complex situations to navigate because it's not about a lack of effort or skill, but about alignment and how someone's working style, approach, or priorities mesh (or don't) with the culture and demands of the organization.
I approached it with honesty and sensitivity. From the start, I had regular check-ins with this employee, offering feedback and trying to adjust responsibilities to better suit their strengths. But over time, it became apparent that even with those efforts, the disconnect remained. They weren't thriving, and it was starting to affect team cohesion.
When I ultimately made the decision, I was very direct but compassionate. I focused the conversation on fit, not blame. I emphasized that this wasn't a reflection of their character or potential, but rather about finding an environment where they could fully succeed and feel genuinely aligned with the work.
I also made sure to provide tangible support: I offered introductions to companies I believed would be a better fit and personally helped them position their experience in a positive light for future roles.
Letting someone go because of fit is never easy, but I've learned that prolonging the situation can actually do more harm to the individual, to the team, and to the business. When handled with empathy and care, these decisions can open better opportunities for everyone involved.
We had to let go of a technician during a shift in how we delivered support. As a managed IT provider, consistency and documentation are crucial, especially when multiple engineers may work on the same environment. This employee was technically strong and performed well under pressure, but repeatedly failed to follow our documentation standards, which created risks for clients and stress for the rest of the team. After multiple coaching sessions, we realized it just wasn't working out.
We approached the conversation with transparency and respect. I sat down with them, acknowledged their strengths, and explained clearly how the needs of a managed IT environment differ—we can't rely on tribal knowledge when uptime and security are at stake. We offered extended benefits, helped with referrals, and even offered to be a reference. It wasn't easy, but being honest about expectations and staying human in the process helped everyone move forward without resentment.
It has happened more than once that I've had to lay off an employee, but the most difficult situation occurred when I discovered an employee was using the company's resources for freelancing while working for us.
The employee sincerely apologized for his actions, explaining that he had been moonlighting to pay back his parents' debt. We reviewed his system and confirmed there was no security breach or information leak from his side. However, he had used subscriptions to applications purchased by the company for personal purposes.
He asked for a second chance, but according to our company's policy, we couldn't allow him to continue with us.
To handle this sensitive matter with empathy, we offered him the option to resign with a two-week notice and ensured his due salary was cleared from our side.
We had to cut one team as part of a strategic shift, which meant letting go of talented individuals whose jobs were no longer aligned with our direction. We handled the process transparently, giving affected employees early warning, clear explanations, and personalized support.
Each employee received one-on-one meetings, longer transition periods when feasible, and access to career counseling and job placement assistance. Stressing honest communication and human-centric offboarding helped maintain dignity and trust during an incredibly challenging time.
Letting someone go is never easy, but one particular instance really stuck with me. I had a technician who was excellent at his work, but he consistently showed up late and missed follow-ups. We had some serious discussions about it, set clear goals, and gave him a chance to improve his performance. However, after a month of no real change, I knew I had to make the difficult decision, as the business and the rest of the team were counting on consistency.
When we had that final conversation, I didn't sugarcoat it, but I also didn't approach it coldly. I told him I appreciated everything he had contributed, but we couldn't continue operating like that. I even helped connect him with a friend who needed some contract help, so he wasn't left completely without options. It's about being honest and respectful at the same time—that's how I try to handle such situations.
