Fill in words - Human Web viewAnswer each statement by thinking about how you ... Rebuild their...

Managing Conversations about Renewal, Redundancy

and Redeployment

Participant Workbook

Human ResourcesOrganisational Development (OD)

08 6488 [email protected]

mailto:[email protected]

Table of ContentsWhy am I doing this learning?......................................................................................................................3

What will I learn?.........................................................................................................................................3

Positioning challenging conversations..........................................................................................................4

The Scott & Jaffe Change Model...................................................................................................................6

Planning challenging conversations..............................................................................................................7

Your style under stress.................................................................................................................................8

Your results..................................................................................................................................................9

Key behavioural anchors............................................................................................................................10

Assertiveness looks like …..........................................................................................................................11

Scripts.........................................................................................................................................................13

Dealing with emotions and responses........................................................................................................20

Guidelines for individual redundancy meetings.........................................................................................22

Managing survivors – rebuilding trust........................................................................................................26

Practising challenging conversations..........................................................................................................27

Planner.......................................................................................................................................................27

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Why am I doing this learning?

As a leader at UWA you need to be prepared in the event you have to deliver unexpected and/or unwelcome news, for example when a staff member’s position is made redundant. This module aims to build your knowledge and skills so that you effectively have these challenging conversations while being able to maintain positive and productive relationships with the person the news has impacted.

What will I learn?

At the end of this module you will be able to:

Describe the importance of properly and effectively handling challenging conversations

Describe how the emotional stages of the change curve apply to people who receive difficult messages

Better handle the emotional component of a difficult conversation Effectively deal with the different ways people react during challenging

conversations Demonstrate the appropriate skills to plan and conduct a challenging

conversation.

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Positioning challenging conversations

Our human barriers

Because we are built for fight/flightFor the last 40 000 years humans have been programmed with the fight or flight response which is the body’s response to perceived threat or danger. During this reaction, certain hormones like adrenalin and cortisol are released, speeding the heart rate, slowing digestion, giving the body a burst of energy and strength to give us the physical ability to enable us to physically fight or run away when faced with danger.

In stressful situations, such as a challenging conversation, most people are aroused and impacted to some degree by their fight or flight response, resulting in behaviours such as aggression, anger, not thinking straight, confusion, being unpredictable, etc

Because avoidance of directness has become part of our cultureWith influences such as history, culture, family, experiences, it has become embedded in most people that we don’t like arguments and we don’t like to hurt anyone’s feelings, especially if this is in relation to their physical, social or mental behaviours. So when a particular topic of conversation is difficult for any reason, we struggle, feel awkward and uncomfortable and may feel sorry for the person concerned.

Clear, open, honest and sensible adult to adult communication is usually compromised because many of us have learnt to ignore sensitive issues and ‘back down’ or ‘turn a blind eye’ so as to avoid arousing feelings in ourselves or others that we are uncomfortable with.

Because there is almost always an emotional responseRelated to the avoidance of directness is that we have also learnt that showing too much emotion can be considered a sign of weakness, lack of control, childishness or evidence that a problem exists. We have also learnt that only ‘positive’ emotions are socially acceptable, especially in the workplace.

We almost always expect a stereotypical response which usually makes us feel uncomfortable when it doesn’t happen, for example if a man cries, if a woman becomes aggressive, if a reputed ‘hot-head’ sits there in stunned silence.

Because many of the roles at UWA require logic and left-brained thinking activities, we are often uncomfortable dealing with the unpredictability and amorphous nature of emotions. These actual and predicted emotional reactions are another reason we tend to avoid challenging conversations.

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Because it often involves people needing to changeIt is an understatement that we are living in times of fast and large scale change, and very few people are immune from the stress and emotions that change creates. Manager/supervisors often have to deliver unwelcome messages in direct relation to imposed organisational changes that impact on the workplace and the day-to-day work and routines of employees. Changes in relation to organisational upsizing and downsizing, new technology, relocations, impact of globalisation all impact on employees’ life.

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The Scott & Jaffe Change Model

Working through the emotional responses:

Managing the emotional responses:

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Planning challenging conversations

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Your style under stress

Aim:The following questions explore how you typically respond when you are in the middle of a crucial conversation.

Instructions:Before answering, select a specific relationship at work. Answer each statement by thinking about how you usually approach tricky conversations in that relationship.

1 At times, I avoid situations that might bring me in to contact with people I’m having problems with.

T F

2 I have put off returning phone calls or emails because I simply didn’t want to deal with the person who sent them.

T F

3 Sometimes when people bring up a touchy or awkward issue, I try to change the subject.

T F

4 When it comes to dealing with awkward or stressful subjects, sometimes I hold back rather than give my full and candid opinion.

T F

5 Rather than tell people exactly what I think, sometimes I rely on jokes, sarcasm or snide remarks to let them know I’m frustrated.

T F

6 When I’ve got something tough to bring up, sometimes I offer weak or insincere compliments to soften the blow.

T F

7 In order to get my point across, I sometimes exaggerate my side of the argument.

T F

8 If I seem to be losing control of a conversation, I might cut people off or change the subject in order to bring it back to where I think it should be.

T F

9 When others make points that seem stupid or irrational to me, I sometimes let them know it without holding back at all.

T F

10 When I am stunned by a comment, sometimes I say things that others might take as forceful or attacking; comments such as “Give me a break!” or “That’s ridiculous!”

T F

11 Sometimes when things get heated, I move from arguing against others’ points to saying things that might hurt them personally.

T F

12 If I get into a heated discussion, I’ve been known to be tough on the other person. In fact, the other person may feel a bit insulted or hurt.

T F

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Your results

After you have completed the ‘Your style under stress’ survey, it is time to determine your own individual style. Please complete the following score sheet. For example, if you responded to Question 5 by answering ‘True’, then indicate this by placing a tick in the box provided. Next, add your ticks and indicate your total score.

Did you …Masking ControllingAnswer ‘True’ to Question 5? Answer ‘True’ to Question 7?Answer ‘True’ to Question 6? Answer ‘True’ to Question 8?Avoiding LabellingAnswer ‘True’ to Question 3? Answer ‘True’ to Question 9?Answer ‘True’ to Question 4? Answer ‘True’ to Question 10?Withdrawing AttackingAnswer ‘True’ to Question 1? Answer ‘True’ to Question 11?Answer ‘True’ to Question 2? Answer ‘True’ to Question 12?Flight Fight

‘Your style under stress’ score indicates which forms of ‘flight’ or ‘fight’ you turn to most often. Your flight and fight scores provide a measure of how frequently you fall into these less than perfect strategies. A high score (one or two checked boxes per domain), means that you use this technique fairly often. It also means you’re human! Most people alternate between holding back and being too forceful.Adapted from Scott S 2004, Fierce Conversations.

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Key behavioural anchors

Having challenging conversations requires many skills, however there are a few key

behaviours that must be demonstrated across every challenging conversation.

Managerial courage:

The ability to make or support the hard decision, own the decision

The ability to recognise and work through the difficulties of the situation

The ability to maintain your credibility and integrity

Empathise but don’t sympathise

Avoid using emotive language where possible

Strengthen the concept – this is about the role, not the person

Respect:

The ability to help the other person maintain their self-esteem

The ability to make the other person still feel valued

The ability to treat people with dignity and respect

The ability to be direct, honest and fair

The ability to keep the issue/topic and the person separate

The ability to stay present and in the moment

Assertiveness:

The ability not to be aggressive nor submissive

The ability to set out the facts and say what you mean

The ability to use appropriate communication techniques and language

The ability to be clear, focused and maintain where you want to be all times

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Assertiveness looks like …

People tend to display different patterns of behaviour depending on the situation they are experiencing. The common categories are:

× Flight(Passive)

× Fight(Aggressive)

Flow(Assertive)

Assertive behaviour means we communicate what we think, feel and want in a way that respects the other person. It is honest and appropriate verbal and non-verbal communication. The following tables provide you with an outline that describes these different communication techniques.

Non-verbal behaviour

Passive - Flight Aggressive - Fight Assertive - Flow

Body movements

Hunching shoulders Covering mouth with

hands Crossing arms for

protection

Finger pointing Fists clenched Crossing arms

(unapproachable)

Open hand movements

Sitting/standing upright and relaxed

Eye contact Evasive Looking down Trying to stare down

and intimidate Firm direct eye

contact without staring

Facial expression

Ghost smiles when expressing anger or being criticised

Raising eyebrows Jaw trembling, lip biting

Smiling may become sneering

Scowling when angry

Jaw set firmly

Smiling when pleased

Frowning when angry

Features steady Jaw relaxed

Speech pattern

Hesitant and filled with pauses

Fast to slow language Frequent throat

clearing

Fluent, few hesitations

Often abrupt, clipped

Emphasising blaming words

Often fast

Fluent, few hesitations

Emphasising key words

Steady, even pace

Voice Often dull, monotonous Quiet, often dropping Sarcastic tone Steady and firm

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away Singsong tone Hard and sharp

Strident, often shouting, rising at the end

Middle range tone Sincere and clear

Verbal behaviour

Passive - Flight Aggressive - Fight Assertive - Flow

Type of language

Long rambling statements

Fill in words“maybe”, “er”, “sort of”

Frequent justifications“I wouldn’t normally say anything, only…”

Apologies“I’m terribly sorry to bother you …”, “Please excuse me, but…”

Unacknowledged choice“I should”, “I ought”, “I have to”

Qualifiers“It’s only my opinion”. “I might be wrong.”

Self-dismissal“It’s not important”. “It really doesn’t matter.”

Self-put-downs“I’m useless”, “I’m hopeless”, “You know me”

Excessive emphasis on “I”“My view is…”, “I think”Boastfulness“I haven’t got problems like you”

Opinion expressed as fact“That’s a useless way to do it.”, “Nobody wants to behave like that”

Threatening questions“Haven’t you finished it yet?”, “Why on earth did you do it like that?”

Threatening requests“You’d better do that”, “I want that done or else”

Heavy handed advice“You should”, “You ought”, “Why don’t you?”

Blame“You made a mess of that”

Sarcasm“You must be joking”, “I don’t suppose you managed to do that?”

“I statements that are brief, clear and to the point“I like”, “I feel”, “I prefer”

Distinction between fact and opinion“My experience is different”

Suggestions without ‘should’ or ‘ought’“How about…”, “Would you like me to…?”

Constructive criticism without blame“I feel irritated when you interrupt me”

Seeking others’ opinions“How does this fit in with your ideas?”

Willingness to explore other solutions“How can we get around this problem?”

When communicating your verbal messages, consider your use of the terms “and” and “but”:BUTTends to negate/dismiss what has

ANDAllows you to lead forward into another

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occurred or been said previously. opinion without negating what has been previously communicated.

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Scripts

Conversation One - Prior to 1st Consultation Meeting1:1 MEETING

Purpose: To advise employees whose position may be significantly affected by the proposed organisational change eg: redundant. This is generally done 24 hours prior to the 1st

Consultation meeting. Time Frame: Early in the week and time of day, no longer than 30 minutesEnvironment: Private setting (no interruptions) Attendees: Impacted employee; Manager; HR Representative (optional)

Introduction Greet the employee by name and ask him/her to sit down. Be pleasant, positive and rational. Close the door Introductions if appropriateThank you for meeting me/us today. (Introduce your HRBP if required)

You would have received an invitation to an organisational change meeting for <<insert day/date>>.

I wanted to meet with you prior to this meeting as I/we will be discussing some proposed changes that may have a significant impact on your role

Background Give a brief background on the drivers for change and summarise the proposed changes that may

directly impact the employee It’s important that you go through this to allow the proposed changes to “sink in” and provide the

impacted employee with the opportunity to ask questions.As you are aware, at the end of 2015 the VC explained the need for change. In February 2016 further details of a proposal were presented to staff.

These were the first steps towards addressing the UWA financial and operational objectives. The drivers for change are:o the need for resources to invest in building on our existing teaching and research performance, and to

deliver a strategy for the University that encompasses innovation and impact;o the need for an academic structure that will deliver on the strategic goals of the University; ando the need to deliver a fit for purpose range of professional services.

After the consultation process, the following decisions were made:o xyzo xyzo xyz:This means that we are now starting another consultation process regarding <<Insert name>> …. (eg: service delivery model, how professional services are delivered)

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Introduce New Structure Step through the new structure highlighting the key changes eg: roles, reporting linesIn the 1st Consultation meeting for <<Insert name>> (eg: service delivery model) there are a number of changes proposed.

Some of these may have a direct impact on your role which I would like to talk to you about now.o xyzo xyzo xyz

The time frame for the consultation process is <<insert dates>> deadline for feedback; <<insert dates>> date for 2nd meeting; <<insert dates>> decision date; <<insert dates>> implementation date

Reassurance & Support Be positive, encouraging and reassuring

Re-enforce – No decisions made yet

Don’t make any promisesYou will have the opportunity to provide feedback during the consultation process and I encourage you to do this.

I understand this is a lot to take in right now. Do you have any specific questions at this stage? Answer honestly. If you don’t know the answer say you will get back to them later

I am happy to answer any other questions you might have in the future and I/we (HRBP) are available for support or to provide guidance.

You can also access the support of our EAP provider Optum. This is available 24/7 and is confidential. Optum – 1300 361 008.

ClosingI will touch base with you on <<day date>> to see how you are and check if there is anything you’d like to discuss. This should be within 24 hours of the 1st consultation meeting

For any individual meetings we have about this from now on, you are welcome to bring a support person with you.

I still have other people within the team that I need to talk to, so can I ask that you keep our conversation confidential until the meeting on <<insert day/date>> has occurred.

Thank you

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Conversation Two - Prior to FINAL Consultation Meeting1:1 MEETING

Purpose: To advise employees whose position will be significantly affected by the organisational change eg: redundant, change in role / reporting line. This is generally done 24 hours prior to the final Consultation meeting.

Time frame: Early in the week and time of day, no longer than 30 minutesEnvironment: Private setting (no interruptions) Attendees: Impacted employee; Manager; HR Representative (optional), support person (optional)

Introduction Greet the employee by name and ask him/her to sit down. Be pleasant, positive and rational. Close the door.

Thank you for meeting me/us today.

You will be aware that the final consultation meeting for <<Insert name>> (eg: service delivery model) is scheduled for <<insert day/date>>.

I wanted to meet with you prior to this meeting as I/we will be announcing what decisions have been made after considering the feedback received. These decisions will have an impact on your role.

Background Recap on the themes of feedback which were discussed in the 2nd consultation meeting. It’s important that you go through this to allow the changes to “sink in” and provide the impacted

employee with the opportunity to ask questions.

On <<insert day/date>> the 2nd consultation meeting was held. I/We provided information on the themes of feedback that we had received from employees. These includedo xyzo xyzo xyz

Introduce New Structure Step through the changes that directly impact the employee eg: changes to roles/teams, reporting lines

etc. If there are numerous changes you can just discuss those relevant to the employee

After carefully considering the feedback the decision has been made to proceed the following changeso xyzo xyzo xyz

Your role will be impacted and as a result your role is <<Insert impact>> eg: surplus to requirements, change in reporting line, moving to another area, will go through an EOI process, change of duties

The changes will be communicated with the whole team tomorrow (date) but I wanted you to receive the information first.

The implementation date will be <<insert day/date>>

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Reassurance & SupportBe positive encouraging and reassuring

I realise this may be difficult to digest. I appreciate this news may have a significant impact on you. The decision to introduce the new structure is a business one and is related to making the university more efficient, to reduce costs and increase revenue. It is not a reflection on you, it is about your role.

Do you have any specific questions at this stage? Answer honestly. If you don’t know the answer say you will get back to them later

How are you feeling? / Are you ok? Listen and empathise (see Tips for Individual Conversations)

You can also access the support of our EAP provider Optum. This is available 24/7 and is confidential. Optum – 1300 361 008.

Closing This will vary depending on how the employee is impacted Repeat next steps

EOI process(Conducted within 48 hours of the final meeting)

I/We will meet with you again on <<day date>> to see how you are and to discuss with you the EOI process.

Surplus to Requirements(Conducted within 24 hours of the final meeting)

I/We will meet with you again on <<day date>> to see how you are and to discuss with you the options you have under redundancy and redeployment.

Change in reporting line / PD(Conducted within 48 hours of the final meeting)

I/We will meet with you again on <<day date>> to go through the changes to your role and provide you with an organisation chart / PD.

I still have other people within the team that I need to talk to, so can I ask that you keep our conversation confidential until the meeting on <<insert day/date>> has occurred. It is important we maintain confidentiality.

Check again if the employee is ok. Ask if they would prefer to go back to work but give them the option to go home.

Thank you. I appreciate that this may be difficult for you, please come and see me/us if there is anything I/we can do for you

Check in with employee within 24 hours to see how they are doing.

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Conversation Three – After FINAL Consultation Meeting1:1 MEETING

Purpose: To advise impacted employees what options are available to them following the Final Consultation meeting. This is generally conducted 24-48 hours after the Final meeting

Time frame: Early in the week and time of day, no longer than 30 minutesEnvironment: Private setting (no interruptions) Attendees: Impacted employee; Manager; HR Representative (optional), support person (optional)

IntroductionGreet the employee by name and ask him/her to sit down.Be pleasant, positive and rational.Close the door.Listen and empathise.

Thank you for meeting me today.

Do you have any questions?

Explain next steps for employee and provide any relevant documentsThis will vary depending on how the employee is impactedWe have already had discussions about the impact on your role. Today I/We would like to take you through the next steps

I would like to ensure you understand your options and obligations.

We will also provide you with this in writing / follow up with an email.

EOI process(Conducted within 48 hours of the final meeting)

You will be able to apply for <<insert position>>. This position will be open to <<XXX>> eg: ring-fenced (restricted to a select group) vs uni-wide vs externally. You will need to apply via <<insert method>> eg: e-recruitment, email. Applications will close on <<Insert day/date>>. We expect that interviews will be conducted on <<Insert day/week>>. The selection process will comprise of <<insert method>> eg interview, work assessments, skills testing, reference checks, previous PDA ratings. The position is expected to commence on <<Insert day/date>>.

Change in reporting line / PD(Conducted within 48 hours of the final meeting)This role will now report to <<Insert position>> as of <<Insert day/date>>.I would like to give you a PD / Organisational chart. Discuss any relevant changes

Surplus to Requirements – Ongoing Professional Staff(Conducted within 24 hours of the final meeting)

Your role has been made redundant. Under the P&G Staff Agreement you are able to elect for redundancy or redeployment. You have up to 4 weeks to decide which option to elect and notify UWA in writing of your choice. I’d like to give you more details now about these options.

Pause…Are you happy for me to continue and explain the two options?

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RedundancyIf you elect to take this option you will receive your severance plus an additional 8 weeks pay in lieu of notice. Severance entitlements are calculated at 3 weeks’ pay for each completed year of service for the first 10 years and 2 weeks’ pay for each completed year of service for subsequent years to a maximum of 104 weeks. You will also receive your leave accruals for Rec leave and any long service leave that you are entitled to.

You can find this and more information under Schedule E of the Staff Agreement.If you would like a redundancy calculation to be done please let me know (provide timeframe)

RedeploymentIf you elect this option, the university will endeavour to find you alternative employment for a minimum period of 4 months and a maximum of 6 months. If, during this period, the university feels that redeployment is unlikely you will receive 4 weeks’ notice.

If unable to be redeployed, and if applicable, you will still receive your severance which is calculated at 3 weeks’ pay for each completed year of service for the first 10 years and 2 weeks’ pay for each completed year of service for subsequent years to a maximum of 104 weeks. You will also receive your leave accruals for Rec leave and any long service leave that you are entitled to

If you opt out of redeployment during this period, you still receive your severance pay and any leave accruals.

You can find this and more information under Schedule E of the Staff Agreement. You can also contact the Mobility Officer for more information, Ms Sandy Fitzpatrick, HR Mobility Officer, 6488 7486, [email protected]

Surplus to Requirements – Academic Staff (Conducted within 24 hours of the final meeting)

Your role has been made redundant. Under the Academic Staff Agreement you are able to elect for voluntary or involuntary redundancy. You have up to 8 weeks to decide which option to elect and notify UWA in writing of your choice. I’d like to give you more details now about these options.

Pause… are you happy for me to continue and explain the two options?

Voluntary Redundancy :If you elect to take this option you will receive 6 month notice. You may receive this in lieu of notice. Your severance is calculated at the rate of 3 weeks’ pay for each year of service for the first 10 years and 2 weeks pay for each subsequent completed year of service, to a maximum entitlement of 78 weeks' salary. You will also receive payment on any pro-rata long service leave

You can find this and more information under Schedule E of the Staff Agreement.

Involuntary RedundancyIf you elect to take this option the notice period you will receive is based on your age:Age Notice Period< 40 years of age 6 months’ notice40 years of age 7 months’ notice41 years of age 8 months’ notice42 years of age 9 months’ notice43 years of age 10 months’ notice44 years of age 11 months’ notice45+ years of age 12 months’ notice

On retrenchment, you will then receive severance pay based on your continuous period of service:

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Period of service Severance paymentUp to the completion of 2 years 4 weeks’ payup to the completion of 3 years 6 weeks' payup to the completion of 4 years 7 weeks' pay4 years and over 8 weeks' pay

You can find this and more information under Schedule E of the Staff Agreement.

If you would like a redundancy calculation to be done please let me know (provide timeframe). You can access the online calculator to give you an idea of your redundancy entitlement:http://www.hr.uwa.edu.au/policies/policies/change/renewal-project-redundancy-calculators

After explaining the employee’s options, provide them with their written notification and redundancy calculation (if applicable)

Reassurance & Support

Be positive encouraging and reassuring

Again I want to reiterate I appreciate this is an incredibly difficult time for you and those around you. I/We are here to support you during this time and I strongly encourage you to use the confidential and free EAP program for counselling and career advice.

I understand this is a lot to take in right now. Do you have any specific questions at this stage?

How are you feeling now? Are there any thoughts you wish to share with me at this point?

Is there anything I can do for you now?

Closing

Repeat process

Next Steps I will set up another meeting with you in two days’ time to check in. This will be an opportunity for you to

ask further questions. Feel free to see me earlier should you need to. I understand this is difficult for you and there is a lot to take in therefore you are welcome to take a break,

or you can go back to your desk now if you feel OK or alternatively if you prefer, you can go home now or leave early. Are you ready to go back to your desk briefly now? How will you be getting home? Do you want me to order a taxi? Do you have anyone here that you would like us to contact?

Please remember you are not the only one being told this news today. Please don’t discuss the details yet with your colleagues, as I would like to present them with the information myself on an individual basis.

Do you have any questions? If you have future questions, please don’t hesitate to ask me. Thank you for your time today.

Informally check in with staff to see how they are doing within 24 hours.

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http://www.hr.uwa.edu.au/policies/policies/change/renewal-project-redundancy-calculators

Dealing with emotions and responses

Challenging conversations: Strategies for dealing with different emotional responses

Employee behaviour

Strategies

Employee who passively agrees to everything you say or decide

DENIAL

Allow some time to develop a relaxed atmosphere. Ensure that they do some of their own thinking. Question them on

their thoughts, rationale or feelings. Ask them for their conclusions. Don’t be afraid of silence, give them time to think. State your rationale clearly and check their understanding. Keep to the facts. Actively seek and constructively include their comments.

Employee who will not agree to evidence

RESISTANCE

Ask for their reasons. Listen with an open mind. Acknowledge their right to a viewpoint. Be determined about your facts. Restate your decision. Explore possibilities and potential.

Employee who defends, blames or attacks

RESISTANCE

Listen Identify the source of frustration Don’t defend, blame or attack in return Restate the objective of the meeting Don’t dismiss complaints but agree to discuss their implications at

another time and close the meetingEmployee who is impatient or tries to side-track the meeting

RESISTANCE

Clarify the agenda for the meeting Listen and note particular points to address later Don’t get side-tracked yourself Refine choices or options Make a firm commitment to discuss the priority issue for the

individual at a later dateEmployee who talks too much

RESISTANCE

Allow enough time Don’t respond too quickly – allow them time to talk Restate the purpose of the meeting and the agenda Keep them to the agenda by referring to what they have said and

asking relevant questions Narrow down choices and focus them.

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Challenging conversations: Strategies for dealing with anger

Anger is a normal human emotion that warns us something is wrong. But it is also an uncomfortable emotion, especially when expressed at work when you are delivering a difficult message. Fortunately, anger can be managed in these situations.Acknowledge the person’s anger up front.

Anger brushed aside adds ‘more fuel to the fire’. Anger is a symptom of a greater problem so make it clear immediately that you

realise the person is upset: “I can see that this is important to you so let’s talk it through.”

The message you send is that you are interested in helping them to find a solution and that you are not going to combat rage with rage.

Your supportive comments do not condone the anger, rather they redirect that the issue needs to be dealt with constructively.

Be calm and confident

It is essential when confronted with an angry person that you remain calm, dignified, express confidence in your verbal and non-verbal communication and to speak in a steady voice that says you are concerned but not intimidated.

It is vital that you don’t respond aggressively to another’s anger. If faced with shouting and extreme aggression, draw the line: “I have no

intention of raising my voice during this discussion and I ask you to extend the same courtesy to me.”

No one can win with an angry exchange of words.Provide a non-threatening environment

Any topic that has the potential to give rise to anger must be discussed in a non-threatening, private environment.

Try to have the person seated as it’s more difficult to continue an outburst from a sitting position.

Listen and ask questions

If the person is remaining angry, maintain eye contact and listen actively without saying anything and they will run out of steam much sooner – it’s not easy to maintain anger with someone who is not responding.

As the anger subsides, help the person move back into an objective rather than a subjective phase by using correct questions and techniques.

Work towards a solution

If the person has calmed down enough then talk rationally about the issue and explore the various options (this might depend on what is being discussed) to arrive at a fair and workable solution.

However if the person remains angry then it may be best to postpone the discussion to allow the person to reflect and gain composure.

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Guidelines for individual redundancy meetings

The manager/supervisor will meet with impacted staff for several individual consultation meetings. During any redundancy process, it is a difficult time for managers as well as employees, often resulting in psychological and emotional stress.

For the person whose role is being made redundant, his/her world suddenly changes and will send him/her into a spin of emotions, challenges, fears and possibilities. Each person will react in different ways: shock, disbelief, bitterness, anger, relief or elation. Therefore it is important to spend some time planning your individual meetings with the impacted staff members. It is important to provide support (EAP or counsellor) during and after redundancy announcements. Managers need to take a professional, respectful and compassionate stance because this is likely to be a traumatic event for the impacted staff member.

Spend some time trying to predict how the individual will react. Remember, the individuals do not always react, as you would anticipate.

∗ Total Disbelief - person says nothing and is in shock. Keep the conversation going, elicit a reaction through open questions and dialogue.

∗ Escapist - wants to get out of the office immediately. Try and explain why their position was affected and allow the individual to air their feelings.

∗ Extreme Anger - most often verbal abuse. Allow the person to vent their feelings, ask questions (“Why do you feel this way?”), do not get defensive - they are angry at the situation, listen and don’t make any promises.

∗ Crying – First normalise the behaviour: “I know it’s a shock. It’s OK to cry.” Pass tissues. Say: “We will pause for a while, until you are OK to go on”. Sit calmly and wait. Don’t look at them directly at this time e.g look down at the desk with a quiet, calm expression. When they show signs that the crying is letting up, say: “I know it’s difficult. Are you OK to go on now?” If the crying continues, tell them you will give them some time by themselves and then leave the room.

Tips:1. Handle the meetings and the individual with dignity, respect, empathy, compassion

and confidentiality. 2. Don’t pretend the news is anything else. Acknowledge the emotion and the

uncertainty that redundancy creates. Be open and honest.3. Follow the process to ensure a good outcome. Provide details, eg legal

requirements, financial payouts, notification periods.4. Be compassionate. Actively listen. Acknowledge their thoughts and emotions and

that it is understandable. Empathy goes a long way.5. Acknowledge their emotions. Do not worry if you label the emotion incorrectly. They

will correct you and this introspection helps them clarify for themselves what they are feeling. E.g. Manager: “I can see you are upset.” Staff member: “I am not upset, I am disappointed and hurt. After all I have done for UWA over the years!”

6. Be clear that it is the position that has been made redundant and be careful with your language. Keep it as neutral as possible. Rather than saying: “You have been made redundant”, say: “Your role has been made redundant”.

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7. Prepare for your meetings with the impacted staff and follow a plan. Have as much information as you can.

8. Ensure that all redundancy paperwork is correct prior to passing it on to the employee.

9. Keep the message consistent. Do not deviate.10.Explain the process and next steps twice as people are in shock and won’t hear

your message completely.11.Always keep it individual. Focus on the individual: discuss their role and

entitlements. Tailor the conversation for them and don’t talk about other roles affected, just focus on theirs.

12.Check in with impacted staff within 24 hours after individual meetings.13.Acknowledge the strengths people have brought to the workplace and show

appreciation for their efforts.14.Remind them of EAP services – have Optum’s phone number saved in your mobile

contacts so you can give this to them.15.Take care of yourself as delivering the message can be exhausting, draining and

emotional. 14. Plan for supporting the ‘survivors’ who may feel guilty that they have been retained

or they may feel paralysed by fear that they are next to go. Rebuild their confidence by informing them that they are seen as key people at the university who will be able to take the business through this challenging period.

Managing high emotions:1. Listen, paraphrase / summarise.2. Use appropriately assertive language (not aggressive language). 3. Validate both the emotion and the issue. (Naming the emotion is vital for the person to feel they have been ‘heard’.4. Use their name to refocus them … don’t overdo!5. Ask questions to understand, don’t advocate your own point of view.6. Be aware of your own prejudices / judgements and put these to one side. Come from a neutral position – after all, you don’t know the person’s full situation.7. Once emotions and issues have been fully aired, ask them if they have an idea at this stage about how they would like to proceed. If they have an idea, listen and respond. If not, ask if you may offer a suggestion. By getting their permission to proceed, you are more likely to have them ‘buy into’ the solution.

What does an angry person want?● Acknowledgement eg: “I hear what you are saying”, “I can see how you are feeling”.● Validation of their feelings (even if you do not agree with their point of view)● Empathy and understanding● Respect● A solution● Assistance with next steps with a focus on the immediate future – what happens next

for the person, who they might like to talk to Career Mobility/Counsellor, EAP. ● A commitment from you to follow up action.

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If the employee remains angry● Be clear that you are willing to discuss the problem but not to engage in a fight or be

intimidated.● Repeat the statement in a calm voice: e.g. “I am prepared to work with you to find a way

forward, but I am not prepared to trade insults or be yelled at”.● Terminate the discussion if the other person remains angry: “We don’t seem to be

getting anywhere at the moment because the issues are making us both emotional.”● Don’t blame them for this. It is a mutual problem.● Make a commitment to follow up when they are calmer and make a time.

Ongoing support for the individual Once all the required meetings have been completed, the employee may still be in the

workplace for some time. Do not forget them! They will need continued support in a way that preserves their dignity and perhaps assists to move them forward.

If remaining in the workplace for any length of time, ensure the individual has meaningful work which can include small projects and/or assisting with the post restructure transmission. Many people want to “finish” things off well including clearing emails, finalising work and providing handover where necessary. Others work better if provided with finite projects that are meaningful, needed by the work area and can be added to their resume.

Ensure that you check-in with them regularly and spend some time listening to how they are going.

Where given an opportunity, offer suggestions or practical assistance such as talking through possible networks for job search, application review, their skills and strengths as you see them.

Provide time for job search and interviews within the work time. Ensure inclusion in team meetings, invitations to morning tea and check in that they will

be coming along. The individual will make a decision whether or not they would like to attend the social events.

It may be helpful to managers to read the Transition Manual. (Link to website here)

DO: Prepare what you are going to say Refresh your knowledge about

each individual Rehearse possible questions and

answers State the purpose of the meeting Communicate the key message

quickly Use soft works Maintain eye contact Be confident, concerned,

empathetic, positive

DON’T:

Read a script word for word Mumble, ramble, generalise Look at the floor, walls, ceiling Make things up or think out loud Make assumptions about how

people will react Get involved in an argument Patronise Abdicate responsibility for the

organisation’s decisio

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Common questions Why me? Are the terms negotiable? Payment – when and how? Do I have the right to appeal? I intend to take this further! What about my benefits? Why wasn’t I given any warning? What help will you give me to find a new job? Are there alternate jobs I could do? Can I apply for/will you consider me for future vacancies? Can I bring my Union Rep/support person with me to the next meeting? Can I work my notice/leave early? Who is going to do my work? I think this is totally unfair especially given my service and ability! Who else is affected? Can I return to the office? What have my colleagues been told? Can I tell my staff? When does this come into effect?

More FAQ can be found on the Renewal websitehttp://www.web.uwa.edu.au/renewal-project/faqs

Additional support for Managers: Employee Assistance Program (EAP): A Managers' Hotline service is

provided. This provides same-day telephone consultation for managers or supervisors, in dealing with difficult people issues – for example, when you are faced with a difficult staff management situation and would value the opportunity to talk it over and perhaps come away with some fresh ideas on how to manage it.Optum – 1300 361 008www.safety.uwa.edu.au/health-wellbeing/health/eap

Career Mobility Officer – can assist with logistics regarding redeployment and how this will work for the employee and you as a manager.

OD workshops that could support you: Delivering the Message Mindfulness and Relationships at Work Resilience

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http://www.safety.uwa.edu.au/health-wellbeing/health/eap

http://www.web.uwa.edu.au/renewal-project/faqs

Managing survivors – rebuilding trust

The final role you will have to play in the redundancy process, is that of “survivor” management – reassuring the employees who are left behind, as redundancy affects them too.

‘Survivor syndrome’ describes the physical and psychological impact of redundancies on the remaining staff who did not lose their job. Research shows that although some survivors experience relief that they are remaining at work, others may have an increased sense of insecurity and doomed inevitability towards the future of the organisation. Many of their colleagues/friends may have been made redundant and they will be left feeling guilty, shocked, angry and anxious – this can lead to an individual feeling de-motivated, being less productive and unhappy. Redundancies can affect confidence and lower self-esteem. Remaining staff may question why they have kept their job, especially if they feel there are others more worthy than them. Some people develop envy over their colleagues' severance packages or even their new jobs or life situations. Increased workload and no clearly revised job description can lead to increased levels of stress. Staff may be feeling worried about their own future: are there more redundancies in the pipeline and will they be next? If people don't feel secure in their job with current employers, they may decide to apply for more stable positions elsewhere.

Redundancies can lead to a lack of loyalty and loss of pride in an organisation. When you're demoralised, it's hard to display commitment, enthusiasm or initiative. The onus is on you, as the line manager, to rebuild the trust of your remaining teams, in order to motivate them to work harder for the organisation.

Some tips to manage survivor syndrome:

Communicate with all staff during and after the redundancy process to help ease fears and reduce workplace gossip.

Look for signs of stress. Support remaining employees and have regular discussions about new roles or reporting structures.

Carry out organisational health assessments to minimise the risk of staff developing stress-related illnesses.

Monitor absences closely and take action quickly if there is a significant upwards trend.

Recommend retraining for employees who will be doing a new job.

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Practising challenging conversations

Planner

In which quadrant of the Scott and Jaffe model is the impacted person?

What emotional responses are you expecting?

What is your natural style under stress?

Given all that, focusing now on the script: How will you approach the introduction? Is there anything particular you need

to say or add?

In the background section when you recap on the themes, what specifics do you need?

How will you cope with a passive/aggressive person to help “sink in” the information? How are you going to phrase it?

What if the person screams, says nothing, etc? Think of possible reactions and your reactions to their emotions?

Consider each section in the script. How will the impacted person react? How are you going to say it?

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