Announcing a plan change

Communication is crucial for establishing clarity and ensuring that everyone is on the same page when it comes to organizational changes. People will feel more optimistic about minimizing the effects of any potential opposition if the change is adequately communicated. A lack of motivation from the organization's staff is likely to result from poorly prepared communications, which are also likely to encourage opposition. The manager's failure to interact with the corporate staffs is the main obstacle to making the reforms.

The planning and execution of employee layoffs require effective communication (John, 2000). While the information that will be presented by the manager will not be pleasant, the employees must hear it honestly from the management rather than be heard as rumors. Therefore, telling the employees that they are going to be laid off is not an easy job. The manager is likely to experience guilt and anxiety about taking such an action. During the implementation of the layoff, the manager should realize that such feelings are normal. While implementing the layoff scheme, the manager needs to treat all the employees humanely and in a compassionate way in helping to create a more tolerable situation for both the manager and the employees.


While preparing the layoff plan, the manager needs to collaborate with employee and labor relations on developing a plan discussing when to communicate to the management and the employees about the layoff that is just about to happen. There is need to incorporate logistical considerations such as a day when the workers return the keys. The main reason for the employee layoff is to reduce the cost of managing the organization as a way of improving organizational performance.

Telling some of the employees that they have been selected for a lay off is somehow difficult despite being part of the supervisor’s responsibility (Argenti et al., 2005). During the notification meeting, the manager should expect a range of employee reactions. After making the announcement, there is need to sit quietly and let the employees digest what has been said. After identifying the employee feelings, the supervisor can then respond to employee reactions.

While dealing with the employee reactions, the supervisor should anticipate varieties of emotional reactions. A most will be in shock, repeating the intended information is useful

Impacts to the stakeholders

After reading the layoff plan to the employees, it is possible to note the negative feelings of the remaining employees and other stakeholders. The manager will, therefore, need to respond to the feelings of the remaining employees and other stakeholders in attempts of communicating a positive image of the future company. A series of ongoing meetings need to be organized in ensuring safe places for the ongoing communication.

While organizing after layoff meetings, it is essential to consider the most important topics that include the following;

Explaining the departmental reorganization to redefines the employee roles and responsibilities, mentioning as soon as possible the organization will provide the services that will be after employee layoff. The employees of the organization will feel negative about their value. The employees will also be experiencing difficulty in coming for the support services provided by the management. The lay-off will also potentially the workflow in the company. The management needs to acknowledge that it’s normal to feel anxious during such times. The employees will experience slow adaptation to the changes in adapting to new responsibilities after the lay-off.

Trends, assumptions, and risks

In facilitating the coping process of the employees, the manager needs to be in continuous communication with the employees before, during and after the employee lay-off. Both the formal and informal communication can be accomplished through using multiple media such as organizing staff meetings, circulation of newsletters, emails, and use of visual video equipment. As the managers, facts and updates should be provided with accurate details to dispel the inaccurate information. It is also important to communicate with the survivors of the job loss since the remaining employees also feel the impacts of laying off their co-workers.

After the layoff, all the other employees should remain informed and engaged. It is important to keep in mind embody respect. In companies that lay off have taken place, its to experience fear is seen to undermine the daily work and subsequently reducing productivity. The most important way to embody respect is being straight and honest with the employees.It is not recommended to offer false guarantees to the existing reality. Respectful communication includes informing the employees when unable to hand the questions raised by them. It is important to facilitate regular communications to address the changes and the expectations of the employees.

After employee lay off, the supervisor is required to reduce anxiety and stress through modeling in difficult times. Being worried about what has already happened only results in more worry. The risks associated with lay off communication plan included interference with the employees’ personal lives, their families. The plan can cause loss of lives to the depressed employees who are victims of the layoff. Laying off the employees causes financial constraints since they may be the only income providers. The lay off as well limits the social network and the outside environment of the employees.

SWOT analysis of the organization


The human resource goals aim to build the workforce to become the employer of choice. The internal strengths of the human resource action would improve executive leadership to promote the strategic development of the organization. Human resource staffs have expertise and knowledge in addressing tactical issues.


It examines the internal challenges to the success of human resource activities. Budget, cost and financial constraints are some of the factors that the human resource has to deal with. HR acts as a revenue-producing department, and it has to justify the investments and activities within the department. The low employee morale and turnover is an internal factor that affects the organization (Ruth, 1995). HR resource disruptions are likely to cause dissatisfaction within the employees and throughout the workforce.


The factors in the human resource are an opportunity in the growth of workforce in case there is increasing demand for organization’s services. The external factors also present themselves in the ability to act as the company’s rainmaker while improving the organization’s reputation.


These are factors negatively impacting on the organization. When an organization’s competitor gains an advantage in the market share, it affects the profitability of other companies and may result in employee layoffs. The human resource department cannot protect themselves from some internal factors since some of them are imminent (Ruth, 1995).


Argenti, Paul A. / Howell, Robert A. / Beck, Karen A. (2005): The Strategic

Communication Imperative, Massachusetts Institute of Technology (MIT) / Alfred P. Sloan School of Management, MIT Sloan Management Review (SMR) Vol. 46, No. 3, Spring, pp.83-89

John Pike.(2000) Preparation and Planning of Tactical Communications.. Retrieved on

20 Nov. 2017 from

Ruth Mayhew. (1995). Human Resource Swot Analysis. University of Missouri-Kansas

City: Washington, D.C

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