Prepare a clear plan
Forbes advises that you first of all prepare a clear plan for yourself. By which date will you need to make a decision about whom to lay off? What criteria will you use to decide how many people you will have to let go and how the whole process will work? For example, how you will divide roles with the HR department or company management?
Communicate openly with subordinates
If you think avoiding the topic in front of your subordinates will save them unnecessary trouble, you are wrong. People are observant and will suspect that something is afoot. If you withhold information from them, you will only increase their uncertainty. Communicate as transparently as possible and prepare subordinates appropriately for the upcoming situation.
Be fair
Deciding whom to let go is always a very sensitive matter. Try not to give in to personal sympathies. Instead, always try to be fair and make decisions based more on defined, objectively measurable factors.
Offer your help
Just because you decide to fire someone does not mean that all work with that person is over. Try to go above and beyond your legal obligations; empathise with the dismissed subordinates as much as possible, help them to cope with the situation as best you can, offer your help and maybe, if possible, even write them a good reference.
Prepare for the changes that will occur because of the redundancies
The fact that some members of your team are leaving will certainly affect the running of the team. Prepare in advance for the departure of those made redundant by defining new procedures and reassigning roles and responsibilities among the remaining team members.
-mm-