Transformation | Insights
Gallagher Ex Team
2 Sep, 2021 · 3 -minute read

Having difficult conversations with employees is often a key function for HR departments and those in leadership roles. This has only been exacerbated amid events of the past year and a half, with the pandemic threatening our livelihoods – and our lives.

As entire industries were forced to cease operations due to lockdown measures, many have suffered dismissal or redundancy. Although some 11.6 million jobs have been supported by the Government’s furlough scheme since it began, the uncertainty felt while away from work has also been difficult for many to face.

These events may have increased the number of difficult conversations at work, but methods of delivering bad news to employees will remain paramount long after thoughts of social distancing and vaccines have faded.

And that is why companies must know how to have difficult conversations with their employees. What attributes are needed? How transparent should you be? And what is the best way to do it?

HR and employee conversations

There can be many reasons for needing to have difficult conversations at work. Shocking reasons, such as redundancy, liquidation, closure and more, naturally require considered and careful delivery.

But what can seem like small matters require hard conversations too.

This could include changes to working policies, poor appraisals, or negative feedback on a task.

Poor management of these conversations can result in demoralised employees, a disengaged workforce and damaged business output. As an employer, you have a duty of care to those in your employment for both their physical and mental wellbeing.

Even a matter that might have tangible benefits to the workforce, such as a change in pension policies, requires sensitive handling if your audience is uncertain of the impacts it will have.

An open and honest approach is typically the most effective way to handle difficult conversations with employees.

An open and honest approach is typically the most effective way to handle difficult conversations with employees

What to remember when communicating bad news

Not all difficult conversations are the same, of course. But entering these tough situations with a consistent approach can benefit both employer and employee alike.

Your internal communications are one of the most pivotal ways of maintaining high levels of employee engagement – and that’s even more acute in difficult conversations at work.

  • Prepare: Know exactly what you’re communicating and the reasons behind it. What alternatives were there? Why was this decision taken? Who has made the decision?
  • Be Honest: Be upfront with the news; don't say one thing when you mean another. Don't undersell the message and don't sugar-coat anything.
  • Explain: Keeping someone in the dark about the process can lead to speculation, rumor and greater distrust. Remove all doubt and control the narrative.
  • Empathize: Understand that you're communicating with a human being, and there will be an emotional response. If faced with anger, distress or frustration, accept it as part of the process and allow time for passions to settle.
  • Look Forward: Is there scope to offer a route forward from the news? Even for those about to leave your employment, finding a way to maintain a positive relationship can offer tangible benefits all-round.

The details of each case should always guide your approach, but cutting through the noise and laying bare the facts ought to allow you to focus on those future discussions which, hopefully, may have a brighter tone to them.

How you approach tough discussions can often leave just as much of an impression on your employees as the result of those discussions.

Whether meticulously planning internal communications, advising on strategies or undertaking a comprehensive audit to uncover any weaknesses, Gallagher’s internal communications expertise could help you turn difficult conversations at work into opportunities for personal growth.

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