HR can be called upon to deliver all kinds of bad news and support those affected, but what is best practice when it comes to doing so?
HR professionals are routinely called upon to deliver or be part of a team conveying bad news, as well as being expected to provide follow-up support. This can range from informing colleagues of a team member’s death, a restructure, and redundancies to salary freezes, misconduct issues or performance issues. But what are the wrong and right ways of communicating bad news?
Making light of the situation is not the way to go, according to Andy McCormack, National Service Manager of transition service provider CPI New Zealand. While it may be a natural response people have in stressful situations, for HR professionals it isn’t the right track to take.
Industrial-Organisational psychologist, Wanda Douglas, adds one of the worst things to say is “I know how you feel”.
“The truth is you can never actually truly know how someone else is feeling, even if you have had a similar experience,” she told HRM Online. “ Everyone brings their unique selves and personal knowledge, opinions and emotions to a situation, and while you can empathise to a point, it is problematic to verbalise that you know exactly where they’re at. It can also have the effect of minimising their situation, by shifting the focus to you and your own experiences.”
“The best thing to say when you identify with some of the thoughts and feelings someone is saying relative to their ‘bad news’, is almost exactly that, with a minor addition. For example, ‘I hear you loud and clear, and although I don’t know how you feel, I can certainly appreciate what you’re saying’.”
And when it comes to breaking the news, McCormack said non-verbal communication is the worst way.
“Written communication can be interpreted many different ways, can be taken out of context and there is no ability to provide further explanation, answer questions or provide comfort,” he explained.
It’s also advisable to not break bad news in front of others unless the news directly impacts everyone present, McCormack said. Douglas added a lack of respect for the receiver is also a deal-breaker in the delivery of bad news.
“Springing bad news on someone without warning, with no privacy and no consideration of their reaction or associated feelings will totally undermine any possibility of the interaction proceeding in a respectful and appropriate way,” she said. “In line with this, it is important to take ownership of the decision, and not cast management in a negative light. While the HR practitioner is often only the ’messenger‘ (that gets shot), to assume no responsibility or state that ’I'm here as the official person to give the official message … it’s not my fault‘ undermines the organisation and will likely create a wider problem for all parties.”
Douglas and McCormack offer the following advice on effectively communicating bad news:
“However, be warned – using face-to-face communication for bad news can increase the chance of the interaction becoming about personalities instead of issues. If this is likely, consider whether another person is able to deliver the message (alongside you) i.e. someone who may be better received by the individual/s concerned,” Douglas said.
“The more information you know about what is happening the easier it will be to explain what is happening and be able to answer questions,” McCormack said.
“Have contingency plans in place so you have an idea what you will do if they;break down in tears (have you got tissues?); if they are angry (let a colleague know what is happening so they can come in an support if required); if they demand more answers then you have (know who else they can talk to to get those answers).”
McCormack agreed: “Communicate the situation in a clear and concise manner. Speak slowly and clearly as people when they hear bad news only really hear a small part of what is being said. Be specific to how this news impacts the person you are talking to.
“Summarise what you have said so as to re-enforce what you have spoken about and then check with the person if they understand.”
“If it's an organisation-wide announcement (such as a restructure), take charge and address the issue quickly. If you don't, the rumour mill may start churning which could spread false information and sow discord among the staff,” she added.
Making light of the situation is not the way to go, according to Andy McCormack, National Service Manager of transition service provider CPI New Zealand. While it may be a natural response people have in stressful situations, for HR professionals it isn’t the right track to take.
Industrial-Organisational psychologist, Wanda Douglas, adds one of the worst things to say is “I know how you feel”.
“The truth is you can never actually truly know how someone else is feeling, even if you have had a similar experience,” she told HRM Online. “ Everyone brings their unique selves and personal knowledge, opinions and emotions to a situation, and while you can empathise to a point, it is problematic to verbalise that you know exactly where they’re at. It can also have the effect of minimising their situation, by shifting the focus to you and your own experiences.”
“The best thing to say when you identify with some of the thoughts and feelings someone is saying relative to their ‘bad news’, is almost exactly that, with a minor addition. For example, ‘I hear you loud and clear, and although I don’t know how you feel, I can certainly appreciate what you’re saying’.”
And when it comes to breaking the news, McCormack said non-verbal communication is the worst way.
“Written communication can be interpreted many different ways, can be taken out of context and there is no ability to provide further explanation, answer questions or provide comfort,” he explained.
It’s also advisable to not break bad news in front of others unless the news directly impacts everyone present, McCormack said. Douglas added a lack of respect for the receiver is also a deal-breaker in the delivery of bad news.
“Springing bad news on someone without warning, with no privacy and no consideration of their reaction or associated feelings will totally undermine any possibility of the interaction proceeding in a respectful and appropriate way,” she said. “In line with this, it is important to take ownership of the decision, and not cast management in a negative light. While the HR practitioner is often only the ’messenger‘ (that gets shot), to assume no responsibility or state that ’I'm here as the official person to give the official message … it’s not my fault‘ undermines the organisation and will likely create a wider problem for all parties.”
Douglas and McCormack offer the following advice on effectively communicating bad news:
- Convey the news face to face
“However, be warned – using face-to-face communication for bad news can increase the chance of the interaction becoming about personalities instead of issues. If this is likely, consider whether another person is able to deliver the message (alongside you) i.e. someone who may be better received by the individual/s concerned,” Douglas said.
- Be prepared
“The more information you know about what is happening the easier it will be to explain what is happening and be able to answer questions,” McCormack said.
“Have contingency plans in place so you have an idea what you will do if they;break down in tears (have you got tissues?); if they are angry (let a colleague know what is happening so they can come in an support if required); if they demand more answers then you have (know who else they can talk to to get those answers).”
- Keep to the facts
McCormack agreed: “Communicate the situation in a clear and concise manner. Speak slowly and clearly as people when they hear bad news only really hear a small part of what is being said. Be specific to how this news impacts the person you are talking to.
“Summarise what you have said so as to re-enforce what you have spoken about and then check with the person if they understand.”
- Don’t procrastinate
“If it's an organisation-wide announcement (such as a restructure), take charge and address the issue quickly. If you don't, the rumour mill may start churning which could spread false information and sow discord among the staff,” she added.