Did this only once to a dozen people and it was BRUTAL - both for them and for me. So let's not pretend it is simple or painless. Here's what worked for me:
* Put paperwork in place - termination, contracts, final settlement, dues etc etc - get those facts together in writing.
* Have a schedule for each affected employee's "exit" interview. No "send so-and-so in". That can be very stressful for the employee. Instead, set up a calendar invite and talk.
* If any employees are remote, have a video-conference so they can SEE your face.
* Go through the process as quickly as possible - ideally, all announcements within the same day.
* Have a "script" for the interview. This should include the announcement, the reason and the next steps (HR, benefits, payroll, equipment). Don't be needlessly cryptic/dishonest about the reasons behind the firings. Layoffs occur for ONE reason only: finance. So tell your employees the basic facts, but you are not obligated to share ALL the gory details. Simply saying "Our financials are the reason why we are doing this and I am sorry this will impact you and many others" is good enough.
* Be patient during the interviews. Don't rush it. Every laid-off employee thinks this has to do with them personally, when it's not. So take your time to explain, sympathize, offer help and guidance.
* Don't forget to reach out to the non-affected employees after the process. They too are running scared and deserve compassion.
I also personally reached out to all affected employees a few weeks after the layoffs to see how they were doing. Nearly ALL of them had jobs, which was awesome. This may or may not work in every scenario, so YMMV.
* Put paperwork in place - termination, contracts, final settlement, dues etc etc - get those facts together in writing.
* Have a schedule for each affected employee's "exit" interview. No "send so-and-so in". That can be very stressful for the employee. Instead, set up a calendar invite and talk.
* If any employees are remote, have a video-conference so they can SEE your face.
* Go through the process as quickly as possible - ideally, all announcements within the same day.
* Have a "script" for the interview. This should include the announcement, the reason and the next steps (HR, benefits, payroll, equipment). Don't be needlessly cryptic/dishonest about the reasons behind the firings. Layoffs occur for ONE reason only: finance. So tell your employees the basic facts, but you are not obligated to share ALL the gory details. Simply saying "Our financials are the reason why we are doing this and I am sorry this will impact you and many others" is good enough.
* Be patient during the interviews. Don't rush it. Every laid-off employee thinks this has to do with them personally, when it's not. So take your time to explain, sympathize, offer help and guidance.
* Don't forget to reach out to the non-affected employees after the process. They too are running scared and deserve compassion.
I also personally reached out to all affected employees a few weeks after the layoffs to see how they were doing. Nearly ALL of them had jobs, which was awesome. This may or may not work in every scenario, so YMMV.