Five steps to convey bad news to workers

Our small family corporation was sold to the number one company in our industry. Now, the chairman of the incoming board wants me as head of the human resource department to formulate a communication plan with the workers, majority of whom are expected to lose their jobs. Could you please give me some pointers? (itals end) — Fast Track.
Did you hear the story of a young fellow who was fired from his job in a massage parlor because he rubbed people the wrong way? True, there is nothing certain but the uncertain. And your company changing ownership is a real crisis that you must carefully handle. The communication plan must therefore be allocated the proper attention and care for all stakeholders, including the workers who stand to lose their jobs in the process.
A company changing ownership is a legitimate situation that you, other managers, and the workers must face squarely, but it is not necessarily an occasion for pushing the panic button. It has happened and you can’t do much to overcome the situation. Therefore, the best thing that you can do is to manage it well while minimizing the hassle.
How would you formulate the best possible communication plan? As distasteful as it may be, you have no choice but to be the bearer of bad news. And no matter how unpalatable the task may be, there are certain painless ways to bring out the bad news that will minimize the emotional letdown for you and the affected workers.
First, make the announcement as soon as possible. Of course, you need to secure the approval of the new management team. Convince them not to delay announcing the bad news. The longer you wait, the more difficult it will be for you and management to get it over with. There’s also the chance that some workers will get the news from elsewhere. If that happens, people may go to you to confirm the report. And that will make your job even more difficult.
Second, limit the announcement to one clear message. That message must be focused on the change of ownership, including the name of the acquirer. Nothing more than that. Don’t talk of any reorganization yet, except for the appointment of a new president or chief executive officer. It’s natural for people to suspect a massive reorganization resulting in job losses. But leave it as that.
Third, use a formal memo or letter addressed to all workers. It’s better to have it in writing so that top management’s message is not misinterpreted, either way. This also avoids a situation where management is forced to announce the bad news directly to the workers in a town hall assembly, where emotions could run high and become uncontrollable.
Fourth, expect the employees to feel demotivated. You can do little to address this situation, except to sympathize, and not encourage them to protest, which would be futile. Be prepared for a higher absenteeism and tardiness rate. But as long as major company rules are not violated, then all you can do is wait until further notice from the new owner.
Last, appear objective and cool even if your job is also on the line. Do the best you can in your current job. The circumstances may vary, but every manager’s job carries with it the duty to handle difficult situations. This includes maintaining your composure and the ability to turn a crisis into an opportunity. It can be done if you go about it the right way.
When dealing with this kind of situation, emotions can run high. But remember, responding with an equally emotional reaction will only make everyone’s predicament worse. As head of HR, you have to maintain your composure even if the new owner appears menacing. Who knows? If you do a good job, you may be in for a better opportunity.
 
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