The New Rules of Layoffs

When McDonald’s Corp. said it would temporarily close its U.S. offices as it conducts layoffs at the burger chain, it brought renewed attention to a debate swirling inside HR departments: What is the best way to let people go?

The question is taking on urgency as more U.S. companies, from Goldman Sachs Group Inc. to Amazon.com Inc., move to shed staff in a wave of layoffs that is heavily concentrated on white-collar jobs.

When it comes to carrying out those cuts, companies employ a range of approaches designed to minimise the pain and disruption of a difficult process.

Here are six of the questions employers face.

All at once or a little at a time?

Many companies grapple with whether to make one sweeping layoff or do a series of smaller cuts. Both carry risks.

At a time when employers still face challenges filling positions, large job cuts can lead companies to inadvertently cut key units or people, executives say.

Yet, taking it slowly to give a company time to assess its financial situation can take a human toll, creating a prolonged period of anxiety and instability inside an organisation. Amazon.com has enacted more job cuts than expected in recent weeks, announcing last month that it would cut 9,000 more corporate jobs following earlier layoffs.

Face time or FaceTime?

Bosses long believed delivering the bad news face-to-face was the more humane approach. Covid-19 changed the equation. While many workers are being called back to the office, at least part time, full office attendance remains rare. Some executives are now asking themselves whether it is actually easier—and more humane—for employees to learn about a layoff on Zoom versus in-person.

“It almost seems cruel to ask someone to commute into the office just to let them go,” said Andy Challenger, senior vice president at outplacement firm Challenger, Gray & Christmas Inc.

Midweek or Friday?

Just as with in-person firings, the conventional wisdom was Friday was the best day to carry out a layoff. That gave employees the weekend to process the news and plan their next steps.

That thinking has shifted. Many employers now see a midweek announcement as more humane, according to Lorna Hagen, a longtime chief people officer. A layoff on a Wednesday, Ms. Hagen said, can give employees time to talk to HR representatives or benefits providers during business hours in the ensuing days.

It’s not you—it’s me

One mistake managers continue to make, HR professionals say, is to tell employees how hard it is to let them go. “That just hits people the wrong way,” said Mr. Challenger. “It’s not about you.” The latest wave of layoffs often has felt like a competition among CEOs over who could craft the best apology.

Many executives have turned to lengthy memos to explain why they resorted to layoffs. Some of those notes look “suspiciously similar” across different companies, said Paul A. Argenti, professor of corporate communication at the Tuck School of Business at Dartmouth. He recommends that managers be as transparent as possible with employees about the health of a business so that no one is surprised when layoffs are announced.

Multiple months of pay, or less?

The size of exit packages is also up for debate. At the very least, companies should give laid-off employees a month of severance pay, corporate advisers say, though a number of employers have offered more. When Salesforce Inc. said in January that it would lay off employees, Marc Benioff, the company’s co-founder and chief executive, told workers that those in the U.S. would receive a minimum of nearly five months of pay, health insurance and other benefits.

Some smaller companies have received pushback from employees for not accelerating stock-vesting dates or for issuing severance packages that some saw as underwhelming. HR advisers recommend that companies be as generous as possible with exit packages. In an era when employees can easily sound off on a company even when they are being fired, it is also a best practice to develop a severance policy that can be defended.

OK, now who goes?

One of the last, toughest parts of any downsizing: determining who should be let go. The process of developing a layoff list is complicated and can stretch for weeks, with department heads and managers often debating which employees to eliminate. Seniority once guided layoffs, though it is now far more common for companies to assess skills over tenure, and to heavily consider someone’s recent performance.

HR officials will then often scrub a list, wanting to ensure that a company isn’t disproportionately laying off workers over the age of 40, or unfairly targeting minorities and others. Even with much preparation, many veteran HR leaders say layoffs can be messy. “There is no good way to do this,” said Gregory DeLapp, who spent much of his career in HR at the steel and materials manufacturer Carpenter Technology Corp.