Early in my HR career, I worked for a manufacturing operation with small facilities across the country. In 2008, the organization lost $20 million. Based in New York state, we had over 400 employees working in three shifts, and with the significant financial losses, we had no choice but to furlough and lay off large numbers of people quickly. In just one week, 120 hourly and salaried employees were laid off. Unfortunately, I learned the challenges associated with downsizing. The process was successful, though, thanks to open communication, and a variety of tools and resources we offered. We were able to engage the remaining workforce in moving the organization forward while evolving the culture.

Uncertainty is never easy for an organization or workforce: Transparency is the best policy. In uncertain situations, treat your workforce as you would want to be treated. Legal guidance is strongly recommended as well. Here are some other things to think about:

• Practice open communication. The unknowns of downsizing and layoffs are never easy to communicate or navigate. Be as open and transparent as possible during this challenging time in the organization, anticipating the unforeseen. In my company during the 2008 layoffs, we had all-hands meetings and one-on-one meetings with employees. I spent time on all three shifts to ensure our communications were consistent with everyone. Consult the SHRM Body of Applied Skills and Knowledge (SHRM BASK) for guidance, particularly the...

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