How to prepare for a layoff conversation, in person or on video

1. Understand the decision. Know the business reason and how roles were selected, well enough to explain them in two sentences. If you don't agree with the decision, work through that before the meeting, not during it.
2. Decide who will be there. Usually the manager and an HR partner. The manager delivers the news. HR handles questions about pay, benefits and paperwork, and notes what was said and anything that needs a follow-up.
3. Choose the time and place. A private room, or a private video call. Avoid the day right before a weekend, a holiday, a vacation or another known special day. For remote employees, schedule around their time zone. If the person needs an interpreter or another accommodation, arrange it in advance.
4. Have everything ready. The letter, the separation details and the final pay. Final pay rules vary by state. In California, for example, final wages are due immediately when an employee is let go.
5. Line up support. Know exactly who the person can talk to that same day, and how they will be contacted.
6. Practice out loud. Write down your key points, not a speech. Say them out loud until they sound like you, and think through how different people might react.

Skip the small talk. The person often senses why they are there, and every minute of warm-up makes it worse. Within the first minute, they should know four things:

1. What is happening. Their role is being eliminated. Say it plainly, in words that can't be misunderstood.
2. Why, briefly. One or two sentences of business context. Not a presentation.
3. When it takes effect. Their last day, and what that means for today.
4. That support is in place. They will not leave this conversation without knowing what comes next.

Then stop talking. Let the news land. Silence feels long, but it gives the person room to take in what they just heard. Recognize their contributions sincerely, then walk through the details at their pace.

Hand over the paperwork, but don't ask them to sign anything in the room. If a severance agreement includes a release of age discrimination claims, employees 40 and older are entitled to time to consider it: generally 21 days, or 45 days when two or more people are let go as part of a group, plus 7 days to change their mind after signing. Your counsel will confirm what applies.

People react in very different ways: silence, tears, anger, or a stream of questions. Stay calm and steady. You don't need to fix the feeling. You need to stay present and be clear.

When you don't know an answer, say so: "I don't know yet. I will find out and get back to you by tomorrow." Then do it. A guess that turns out to be wrong does more harm than an honest "I don't know."

What not to say

• "I know how you feel," or "Everything will be okay."
• "This is really hard for me, too." The conversation is not about you.
• Silver linings, like "This could be a great opportunity."
• Blame, such as "It wasn't my call." Own the decision.
• Arguing, or reopening the decision.
• Promises you can't keep about references, rehiring or the future.

1. Use a live video call, one person at a time. Cameras on. In person is still best when it is possible. Email or text alone should never be how someone learns they have lost their job.
2. Test the link and the room. A dropped call in the middle of this conversation is painful. Choose a quiet, private space on your end too.
3. Coordinate system access. Plan when email and system access change so the person is not locked out in the middle of the call, or before it.
4. Send documents the same day. Use electronic signature or overnight delivery, and confirm they arrived.
5. Plan for equipment and handoffs. Explain how laptops and other equipment will be returned, and how work files will be handed over.
6. Schedule a follow-up. A short check-in a few days later helps the person understand next steps once the shock has passed.

The conversation ends, but the day doesn't. The first hour is when people feel most alone, and when they decide how they will remember the way they were treated.

1. Make sure they have everything. The documents, a contact for questions, and clear next steps for the rest of the day.
2. Offer the rest of the day. Paid time to go home, or time to collect themselves before saying goodbye to colleagues.
3. Connect them to support right away. Someone they can talk to that same hour, not a portal link they will find days later.
4. Talk to the team that stays. Once everyone affected has been told, bring the team together. Share what you can, answer what you can, and be honest about what you don't know yet.
5. Check on the person who delivered the news. These conversations are hard on managers, too, and they still have a team to lead tomorrow.