Layoffs are one of the hardest things you’ll ever have to lead.
As an HR or People leader, you carry the weight of company decisions, often without the luxury of processing your own feelings first. And then you’re asked to show up clear, calm, and compassionate for everyone else.
That’s no small task.
This guide is here to help. Whether you’re preparing for a reduction in force, actively navigating one, or supporting layoff survivors through the aftermath, we want you to feel equipped. Not perfect. Not unshakeable. Just steady, clear-headed, and human.
“You don’t need to do this (layoff) perfectly. You just need to do it with clarity, empathy, and care.” - Amy Edmondson
As Amy Edmondson reminds us, trust is the bedrock of performance. And during layoffs, that foundation gets shaken.
To rebuild trust, people need to feel your presence, not just your plan. And that starts with how you take care of yourself before you step into the room.
Before You Lead Others, Support Yourself First
Layoffs don’t just affect employees. They affect you, too. Often invisibly. And above all else, they can be exhausting. That’s why it’s crucial for you to support yourself first.
When you’re not feeling your best, people feel it. Your tone, posture, and word choices shift and that can unintentionally signal distance or tension. If you’re anxious, others will absorb that energy, even if your words are composed.
In Dare to Lead, Brené Brown describes vulnerability as the emotion we feel during uncertainty, risk, or emotional exposure. Rather than a sign of weakness, it’s the foundation of trust. When leaders allow themselves to be real and present, even in hard moments, it’s what helps people feel safe, seen, and connected.
You don’t need to hide how hard this is. In fact, being grounded in your own experience helps others feel safer in theirs.
Leading with vulnerability starts with a pause. Before you support others, check in with yourself. That small moment of reflection can change the entire tone of what comes next.
Center Yourself With These Reflection Prompts
Before you step into any layoff conversation, take a moment to check in with yourself. These prompts are designed to help you ground your emotions, clarify your intent, and reset your nervous system.
You can jot them down, say them aloud, or simply pause to reflect. The goal is to notice your emotions, so they don’t lead the way.
- What 3 words describe how I want to show up during this layoff process (e.g., Clear, Caring, Steady)
- What am I currently feeling about this process? Move beyond “stressed.” Are you feeling regretful? Anxious? Numb? Use the Feeling Wheel to find the words.
- Where do I feel responsible and what’s truly mine to hold? Keep in mind that you don’t have to carry this alone. Bring in your legal, comms, and leadership partners.
- What support do I need to stay grounded? A 10-minute walk? A peer debrief? Time to cry in the car? Name it, claim it, take it.
Here’s a script for you to stay grounded: “This is hard, and I’m feeling [insert emotion], but I know how I want to show up: with [insert values]. I don’t have to fix everything. I just need to stay steady, human, and clear.”
You are allowed to be human in this process too. In fact, the more connected you stay to your own authenticity, the more others will trust you.
Your HR Layoff Readiness Checklist
Whether you’re preparing to notify one employee or managing a company-wide reduction, this checklist is designed to help you focus on what matters most: being kind, clear, and steady in one of the hardest leadership moments you’ll face.
1. Prepare the Message
Start by drafting consistent scripts and talking points for both impacted employees and the colleagues who remain. Write it like a human, not a press release. Your tone should be kind, direct, and free of corporate jargon.
You can use Elevate’s No-Drama Feedback Model as a foundation:
- What’s the fact? “We’ve made the difficult decision to eliminate your role.”
- How do you feel? “I know this is hard, and I feel heavy delivering this message.”
- What’s the impact? “This decision is not a reflection of your value or contributions. It’s part of a larger business shift.”
- Invite a response. “I know this is a lot. How are you feeling right now?”
Pro Tip: Say the hard thing up front. Don’t ease into it. “I’m afraid I have some tough news. We’re going to have to let you go.” This sets a respectful tone and avoids blindsiding them halfway through a conversation.
2. Get the Logistics Right
These details matter more than you think. The physical environment, the privacy of the room, and the presence of the right people can shape someone’s entire memory of the moment.
- Book a private room where you won’t be interrupted. Never deliver this news in an open-plan area or over a call unless absolutely necessary.
- Decide who will be present, usually the manager and an HR partner.
- Have materials ready. Exit paperwork, COBRA info, final paycheck timing, and a written summary of next steps.
- Test your tech in advance if you’re remote. Don’t let a Zoom glitch make a hard moment harder.
3. Mind the Timing
Firing people is never convenient but some moments are clearly worse than others.
- Avoid Fridays, birthdays, or major holidays.
- Don’t deliver bad news at 5:00pm it leaves the person without immediate support.
- Build in buffer time after each meeting. You and the manager may need a break to reset.
- Let managers know when and how follow-up communications (like emails to the team) will be sent.
Pro Tip: Tell people early in the day. That way, they have time to process, ask questions, and get support rather than going home in shock with nowhere to turn.
4. Prep Your Managers
Many managers have never had to deliver this kind of message before and even seasoned leaders often fumble under emotional pressure. You need to enable your managers well.
- Hold a briefing session beforehand. Walk through the script together.
- Coach them on tone: calm, clear, compassionate. If necessary, walk them through the self check-in process you’ve just learned above.
- Remind them: Don’t over-explain. Don’t over-apologize. Don’t get defensive.
- Give them the “what not to say” list (see below).
- Encourage them to re-visit classes on empathy, listening, and difficult conversations (if you have).
Let them know it’s okay to be human, as long as they stay composed and focused on the person across from them.
5. Pre-empt Emotional Reactions
Managing emotions is one of the core HR skills. You can’t predict how people will respond but you can be ready for the most common reactions, including shock, silence, anger, or tears.
- Have tissues and water nearby. It’s a small gesture that shows care.
- Coach managers on how to stay present if someone breaks down emotionally.
- Remind them: You don’t need to fix the emotion. Just hold space for it. “I can see this is really hard. I’m here.”
- Be prepared to pause. Offer the person a moment if they need to collect themselves.
If things get heated, stay grounded. Don’t escalate. A calm presence is more powerful than the perfect words.
6. Offer Transition Support
Helping someone move forward starts with making sure they understand what comes next.
- Outplacement services: Resume help, career coaching, job boards, networking support.
- Financial guidance: When is their last paycheck? What about unused PTO? Severance?
- Health coverage: When does it end? How do they enroll in COBRA?
- Who to contact: Give them a specific HR email or number to reach out to with questions.
You can’t make the layoff feel “good” but you can make the process feel respectful and well-supported.
7. Coach on What Not to Say
Even well-meaning managers can say things that unintentionally hurt or confuse the employee.
Avoid:
- “This isn’t personal.” (It always feels personal.)
- “You’re going to land on your feet.” (A hopeful guess, not a guarantee.)
- “I know how you feel.” (Unless you’ve been laid off recently, you probably don’t.)
- “Look on the bright side.” (This is not a silver-lining moment.)
Instead, offer honesty, care, and clarity.
- “This is incredibly tough, and I know it’s a lot to take in.”
- “You’ve contributed so much, and I’m truly sorry this is happening.”
- “We’ll walk you through everything you need to know.”
Layoffs will never be easy. But with enough preparation, the empathetic tone, and the appropriate support they can be done with grace.
How to Support Managers during Layoffs
Managers are on the frontlines of layoff conversations. They’re the ones sitting across from their team members, delivering difficult news, answering questions, and absorbing raw emotional reactions.
And the truth is, many of them are underprepared because they’ve never been taught how to do it well.
That’s where you come in. As an HR leader, you’re not just a planner or policy expert here. You’re a coach. And the GROW model gives you a simple, effective framework to support managers in the moments that matter most.
Here’s how to coach them, step by step:
G for Goal
Start by helping the manager get clear on their intention.
Are they aiming to deliver the message clearly and compassionately or create space for the employee to respond?
Here’s a coaching prompt: “Imagine the conversation is over. What would make you feel like you handled it well?”
If a manager says, “I just don’t want them to hate me,” you might respond with, “Totally fair. You can’t control their reaction. But you can control how you show up. What would it look like to deliver this news with empathy and respect?”
R for Reality
This step builds empathy and prepares the manager for what might unfold.
Ask your managers:
- “How do you think they’ll take the news?”
- “What might they be feeling surprised, angry, relieved, scared?”
- “What’s your relationship like with them right now?”
You can’t know how someone will react to being laid off, but you can get your head and heart ready for the full spectrum of possible responses.
Some employees might:
- Go completely quiet or freeze
- Cry or show visible distress
- Get angry or challenge the decision
- Ask logistical questions immediately
- Say “I’m fine” and shut the conversation down
Role-play with your managers to practice handling these reactions.
O for Options
Support the manager in generating ideas and resources. What would help them feel more confident going into the difficult conversation? You don’t have to hand them a perfect script, but you can help them get what they need to lead with calm.
Ask:
- “What do you want to say first?”
- “Would it help to write down a few bullet points?”
- “Do you want to practice the first few lines with me?”
- “What’s your plan if they get really upset or go quiet?”
W for Way Forward
Help the managers finalize their plan. Draft their opening lines: “I want to let you know this is your last day…” Decide who will be in the room and what materials they’ll need. Set a time for a follow-up debrief with the managers after the conversation.
Encourage them to write down what they want to say, not as a rigid script, but as an anchor in the moment.
Pro Tip: Remind them to block time for a short break afterward. Even seasoned leaders need a minute to reset.
Remember, you don’t have to solve their pain. Just stay with them in it.
That applies to both the employee and the manager.
The more grounded and prepared your managers feel, the more trust they’ll build, not just in the room, but across the organization.
Supporting Layoff Survivors (Don’t Skip This Step)
The layoff is not over when the exit meetings end. Survivors carry the weight of uncertainty, guilt, and fear. And if you don’t address it head-on, you risk disengagement, attrition, and long-term trust erosion.
Here are things HR can do next:
1. Acknowledge What Just Happened Out Loud
One of the biggest mistakes companies make post-layoff is going silent. Survivors are often left wondering: Is it okay to talk about this? Is more change coming? Am I next?
As HR, you can give people permission to process by saying what others are thinking.
What this looks like:
- In a team meeting: “We know this has been a tough time. People are feeling a mix of things, including sadness, guilt, and uncertainty. That’s completely normal.”
- In a company-wide note: “This change impacts not just those who left, but those who remain. We want to acknowledge the loss and make space to move forward together.”
Saying it out loud signals psychological safety. It shows employees that it’s okay to have feelings and that leadership is human, too.
2. Create a Space to Listen Without Solving
Survivors often need to talk, vent, or simply be heard. But they don’t always need solutions. Instead, they need presence. Run optional listening sessions (30–45 mins) facilitated by HR or an external coach. These aren’t for fixing. They’re for naming and normalizing.
Or you can equip managers to ask their teams: How are you really doing since the changes?
What’s felt hardest about the last few weeks? What would help you feel more grounded right now?
People are more likely to re-engage when they feel heard.
3. Reset Priorities. Don’t Pretend It’s Business as Usual
After a layoff, the same amount of work is often left with fewer people. If you don’t reset expectations, burnout and resentment will grow quickly.
Hold a 1-hour “Team Reset” session to review goals and redistribute work. Share a Stop / Start / Continue doc to crowdsource input on what matters most.
Talking point: “We know things have shifted. Let’s take a moment to realign on priorities so we can be thoughtful about what’s realistic.”
Trust is rebuilt through fairness, clarity, and pacing. When teams feel protected from overload, they’re more likely to stay and engage.
Layoffs Are Hard But You Don’t Have to Carry It Alone
Layoffs ask a lot of People Leaders. You’re expected to hold the emotional weight of others while making the process feel clear, calm, and fair. But you’re human, too and it’s okay to need support along the way.
Take time to debrief with a peer you trust. Step outside for a short reset between conversations. Book a session with a coach or therapist. Use tools like this guide to help you prepare, not just with logistics, but with presence.
Steady leadership doesn’t mean having all the answers. It means showing up grounded, empathetic, and clear in moments that matter. You don’t have to do this perfectly. You just have to do it with care.
You're not alone in this. We're here to help.
