Andre Nellams, PHR, SHRM-CP

This is where leaders must lead, not manage. Companies need to be honest and transparent and open. Create spaces to have conversation leading with empathy and understanding. Be honest and detail out how the company will move forward. A layoff can rock employees worlds and create a sense of dread and lack of safety. Companies must pause and focus on restoration, do not speed past it, but embrace and reinforce how the company will recover, what decisions are being made and keep communication open. This is where CLARITY is key. This is the requirement of the business. Be clear!!!!!!! Clear on impacts, Clear on how the company will move forward, Clear on the pathway forward, Clear on the future, CLARITY.

I am not sure I am a fan of how this question is written, I would not delegate tasks when it comes to employee relations. Employee relations should be managed in a way that drives fairness, clarity, and consistency. There could be too many variables and legal consequences if it isn’t managed appropriately. I would say I would advise having a well thought out process of who owns employee relations and the expectations for managers, employees, witnesses, etc. But I would not delegate tasks, I would have people who in their role have the responsibility and are accountable to ensure it is done well.

One of the ways you can help late career professionals feel valued and involved is to truly leverage their experience. Even in the age of technology and the rapid change that is happening, professionals who have career experience are invaulable. I would recommend the following: 1. Try peer-to-peer mentorship. This can foster connection and support. 2. Ask for them to participate in key initiatives that require experience. 3. Inquire of them what areas would they like to learn more or what areas do they feel vulnerable in and get them training and/or support 4. Make sure communication is open and you have created safe spaces 5. Foster a learning and growth mindset culture

Lacking Diversity and Inclusion: 1. Start by ensuring that D&I are embedded in your Talent strategy, this would include, talent acquisition, promotions, mentorship, internships. Make it a fundamental part of how you see talent. 2. Once you have embedded it, then you can assess. 3. Be proactive, go after diverse talent. Don’t expect to attract or retain diverse talent without effort and direct engagement. 4. Invite people and teams to discuss and use data. Show how D&I is an advantage. Have the tough conversation upfront and stand your ground on the purpose and good this brings. 5. Educate.. Educate and Educate so more 5. Revist 1.. Reinforce it as part of your strategy, constantly and revisit outcomes