HR Corner: The Language of Goodbye
When there is a need to reduce the workforce, whether for financial difficulty, corporate reorganization, plant relocation, insufficient orders or for individual performance problems, there are right and wrong ways to say goodbye.
Too often instances arise where management, in attempting to soften the blow and separate congenially, uses language that leaves the departing employee under the wrong impression. While management may know the intent of the separation, the employee may be left with a far different understanding. There is much discussion about what the terms "layoff", "RIF", "furlough" and "termination" mean. Some companies use the terms interchangeably, which may lead to confusion. There is general agreement that the words "RIF" and "termination" mean that the employee/employer relationship is permanently ended as of a date certain. "Layoff" and "furlough", on the other hand, for many industries means that the employee/ employer relationship continues and that at some date the employee has a right to reinstatement.
Many employees understand the term "layoff" or "furlough" in this manner and misunderstandings arise when they are not recalled to work in the future. If the intent on the part of management is that the employment is to be permanently separated, that intent is best stated by using the word "termination." Volatile words such as "fired, sacked or canned" should never be used as they only emphasize the negativity of the situation.
Remember that the objective is to convey accurately the fact that the employment relationship has permanently ended. Situations arise where staffing levels must be reduced on what management hopes will be a short term basis. Management desires at some point to recall certain employees because of their skills, while other employees who may have performed only marginally will not be recalled. The mistake is made by telling all employees in this situation that it is a "layoff" or "furlough". The result is that when some employees are recalled, others who you do not intend to recall have the same expectation. It will save explanations, heartburn and possibly lawsuits if the people who are to be separated from employment with no expectation of rehire are told that their employment is terminated. Those who are expecting to be recalled should be given as much information as possible as to when management expects to bring them back on the payroll. If that schedule does not materialize, those on layoff should be informed so they can modify their schedules and expectations.
Some industries who have seasonal employment decreases use the term "layoff" or "furlough" to end the employment season. They also carefully explain approximately when they will be rehiring and whether the employee will be contacted or if it is the responsibility of the departing employee to inquire about reemployment. If an employee will not be invited to rejoin the company in the coming season because of past performance, let him/her know that he/she will not be rehired so an employment search can begin immediately.
It is important that management communicates clearly the status of the employment so that departing employees do not have an unrealistic expectation about their future employment. Be certain that the managers or supervisors communicating directly with the separating employees are informed of the proper terms to use in saying goodbye.
