• Hacking HR
  • Posts
  • Managing Layoffs with Respect and Dignity

Managing Layoffs with Respect and Dignity

March 25, 2026

Hello Community,

We are closing the first quarter of 2026 in a world that feels significantly more fragile than it did just three weeks ago. What appeared to be localized tensions in the Middle East have escalated into a tangible risk of global conflict. We cannot be "deaf" to these events; they don't stop at the office door or the edge of the Zoom screen.

Instability, economic pressures, and AI-driven restructuring are also leading to brutal workforce reductions. According to Layoffhedge:

  • 160+ organizations have disclosed workforce reductions impacting 280,000 workers this year.

  • 58% say more cuts are coming

During the internet boom, workforce reductions and litigation spiked together. But today, the conditions are even more complex. By the end of 2025, we were already witnessing a sharp decline in workplace respect and high levels of political polarization.

When global anxiety meets internal workplace polarization, the margin for error in leadership disappears. Because layoffs are not just financial decisions; they are legal and cultural events that can either stabilize an organization or trigger a spiral of conflict and claims.

Inside this Edition:

  • A framework to manage layoffs while protecting trust and reducing risk

  • A downloadable Reduction in Force Guide

  • How to prepare managers for high-stakes workforce changes

  • NEW! A Certificate Program to strengthen global Compliance

  • Registration is open for the AI in HR Experience Summit

🗞️ In case you missed it:  ✨ This week, we are kicking off three Certificate Programs: Global Chief People Officer, People, Work, and HR Technology Strategist, and Workplace Well-Being and Mental Health Strategist. Enrollment is open for a few more days. 👉 See details and enroll here

HR INSIGHTS

A LEADERSHIP FRAMEWORK FOR MANAGING LAYOFFS AND PREVENTING CLAIMS

Whenever we see massive layoffs, the risk of employee claims rises. And litigation has been accelerating lately. In the US, employment discrimination new filings surpassed 20,000 in 2025, exceeding pre-pandemic averages.

This year, HR’s role as a "Strategic Risk Partner" will be at the forefront in protecting culture, supporting people (those who remain and those who are let go) and managers, while preventing risk.

And risk is created long before announcements are made, and often stems from a lack of rigor in planning, weak processes, and poor documentation.

If workforce reductions are on the table, HR leaders must start preparing now, focusing on six actions:

Landscape infographic titled “6 Steps to Prepare before RIF Announcements” showing six colored circular icons in a horizontal row: Align Leadership, Document Alternatives, Audit Documentation, Model Adverse Impact, Prepare Managers, and Support People. Each step includes a brief one-line description of how to prepare for workforce reductions responsibly.

  1. Align Leadership Early: Partner with the CEO and CFO and align on business rationale, cost targets, timeline, and legal exposure to reduce reactive decision-making later.

  2. Document Alternatives: Assess (and document) alternatives that could achieve similar objectives. Hiring freezes, redeployment, reskilling, voluntary separation programs, or temporary furloughs may reduce disruption.

  3. Audit Documentation: Review performance records to assess consistency and credibility. Ensure evaluations align with role requirements and business needs. If the documentation is poor, inconsistent, or overly subjective, address those gaps immediately.

  4. Model Adverse Impact: Run demographic analyses and identify whether certain groups could be disproportionately affected. If patterns raise concern, revisit the criteria immediately. It is far easier to adjust selection logic before announcements than to defend it afterward.

  5. Prepare Managers: Managers will deliver the message, and they must be prepared to have respectful conversations, clearly articulating why decisions were made. If they improvise or become defensive and inconsistent, these conversations can later be used as evidence.

  6. Support Departing & Remaining Employees: Departing employees need clarity on severance, continuation of benefits, timelines, and available transition resources. Remaining employees want to understand whether their roles will change, what new expectations look like, and where the organization is heading.

Emtrain has developed a compliant, people-centered Reductions in Force Guide for HR Leaders to execute reductions responsibly. It offers practical guidance on:

  • Evaluating alternatives before initiating a RIF

  • Designing objective, business-related selection criteria

  • Navigating WARN and other legal requirements

  • Using AI responsibly in workforce planning

  • Communicating reductions clearly and respectfully

  • Avoiding common and costly mistakes

A business-themed promotional banner shows five professionals in a modern office meeting around a table, engaged in discussion, while a woman stands and smiles. A soft blue overlay covers the image with large white text reading “Reductions in Force Without Losing Your Culture,” followed by smaller text: “A Step-by-Step Guide to Fair Selection, Ethical AI Use, and Supporting Employees Through Change.” A bright pink “Read Guide” button appears on the left, and the emtrain logo appears in the bottom-right corner.

Planning is critical—but how managers handle the moment is what people remember 👇

Prepare Managers for High-Stakes Workforce Changes

Layoffs take an emotional toll on everyone in an organization. But managers often take the most difficult part. They are grieving the loss of team members while managing their own uncertainty. It’s important to support them before, during, and after the transition. Here are five things you can do to:

  • Provide clear guidance. Equip managers with talking points, escalation pathways, and clarity on what not to say.

  • Hold 1:1 check-ins. Give managers space to process emotions and ask difficult questions.

  • Offer mental health resources. Normalize stress and make support visible and accessible.

  • Create peer forums. Managers benefit from sharing experiences and learning from one another.

  • Ensure visible executive backing. Leaders should be present, host all-hands meetings, and reinforce alignment so managers don’t carry the weight alone.

As workforce decisions grow more complex, HR leaders must balance people strategy with global compliance and governance.

UPCOMING MICRO CERTIFICATE PROGRAM

STRENGTHEN YOUR GLOBAL COMPLIANCE LEADERSHIP

Managing workplace compliance across jurisdictions demands sound judgment, defensible documentation, and governance structures that withstand scrutiny.

The Micro-Certificate Program Global Workplace Compliance, Risk & Governance Leader, facilitated by Janine Yancey, CEO of Emtrain, equips experienced HR and compliance professionals to interpret global employment laws, oversee investigations, govern AI and data privacy risks, design codes of conduct, and report compliance posture to executive leadership and Boards.

Through five integrated functional areas, from global employment law and employee relations to AI governance and Board reporting, participants build practical frameworks to identify, measure, and reduce enterprise risk.

  • Starts April 23

  • 100 % Virtual - Live sessions 

  • This programs offers HR Credits (10 SHRM + 10 HRCI + 10 IHRIM)

  • Students get a certificate of completion, a Credly badge, and lifetime access to materials

  • Included in Premium and Premium+ memberships

A light gray promotional graphic for the “People and Culture Strategy Institute,” powered by Hacking HR, featuring bold black and orange text at the top. A purple banner reads “micro certificate program,” followed by the dates “April – May 2026.” The main headline in large black text states, “GLOBAL WORKPLACE COMPLIANCE, RISK, & GOVERNANCE LEADER.” The Hacking HR logo appears beneath the institute's name.

More Certificate Programs Starting in April

Learning is one part of the journey—community is where these ideas come to life. And we have some fresh news coming from New York City! 🗽

HACKING HR COMMUNITIES

NYC CHAPTER UPDATES

A group of about a dozen people seated around a long, candlelit restaurant table, smiling toward the camera during a formal dinner. Plates of food, drinks, and shared dishes are spread across the table. The setting is warm and intimate, with framed artwork on the walls and soft lighting. The gathering appears to be a professional networking event, with attendees engaged and relaxed in conversation.

🎉 The Hacking HR NYC Chapter Got Together, and the Conversation Was Everything

On March 10, the Hacking HR NYC Chapter sat down with local HR leaders for a Founders’ Council Dinner, and it was exactly the kind of evening this community was built for. Good food, real talk, and the kind of energy you only get when people feel genuinely safe to share what’s on their minds.

The big theme of the night? AI.

But what made it interesting wasn’t the topic itself; it was the range of where people are at. Some organizations are deep in implementation mode. Others are still figuring out where to start. That gap turned into one of the evening’s best moments, because everyone realized they had something to learn from the person sitting next to them. The group dove into everything from reskilling and critical thinking to rebuilding trust with employees, to what happens when the C-suite expects you to cut 40% of your team.

A few of the big questions the group wrestled with:

  • How do we actually balance growth and efficiency when AI is changing the math every few months?

  • What AI use cases in HR are worth pursuing, and how do we make the business case for them?

  • How are we rethinking trust, compensation, and reskilling before the old playbook becomes completely obsolete?

A neatly arranged restaurant table set for a professional dinner, with place settings including folded napkins labeled “BORGO,” wine glasses, and utensils. Orange Post-it notes, name cards, and pens are placed at each seat, adding a coordinated, branded touch. Along the back bench, several black bags with orange Hacking HR logos are lined up in front of large windows that look out onto a softly lit patio. The setup reflects a thoughtfully organized networking event with attention to detail and participant experience.

A big shoutout to NYC Chapter Leaders Natalie Fina, Noelle London, and Anna Lummus for pulling this together so thoughtfully, from the on-brand orange Post-its on the table to the post-event survey they sent out to keep the feedback loop going. They’re showing us all what it looks like to lead a chapter with intention. If you’ve been waiting for a sign to plan your next gathering… this is it.

Want to create a moment like this in your city or community?

Let’s make it happen. 

📩 Reach out to Brizia Ceja Ibarra at [email protected] if you’d like to join one in your city.

As HR takes on a bigger role in shaping decisions and outcomes, these conversations are happening on global stages.

AI EXPERIENCE SUMMIT

AI EXPERIENCE SUMMIT LIVE + VIRTUAL

A purple event banner for “AI Experience Live – London 2026,” presented by People Strategy Hub and Hacking HR, with the date “16th June 2026” and location “1 Basinghall Avenue,” plus photos of speakers and attendees on the sides.

This year, the third edition of the AI Experience Summit will be LIVE and VIRTUAL!

June 16, LIVE in London (1 Basinghall Avenue)

Through our partnership with People Strategy Hub, we will host a high-intensity day of 30–40 minute sessions covering AI Leadership, Readiness, Governance, Work Design, Trust, and Responsible Scaling, with speakers from Microsoft, Imperial Brands, Moody's, and more.

Sessions span everything from leadership in the age of intelligent systems and diagnosing readiness gaps to agentic workflows, accountability in AI-augmented work, and proving measurable ROI in 2026.

Our Community members get important discounts:

  • Single Pass: £199 (Save £150)

  • Team Pass: £499 (Save over £500)

Team registrations are available. Reply to this email, and we'll take care of you.

🌟 Use our 50% discount code (valid only until the end of March): HACKINGHRSPECIAL

A black promotional banner for the “AI Experience Summit” by Hacking HR, featuring the dates “June 17–19, 2026,” time “7 to 11 a.m. Pacific Time,” labeled as a free virtual summit, with the tagline “Become the leader in the AI revolution.”

June 17-19 AI in HR Experience Summit (Virtual)

Registration is open for Hacking HR’s AI in HR Experience Summit Virtual (June 17–19, 2026) — 100% virtual, 100% FREE.

Over three days, each focused on a single theme, dozens of experts will join us to discuss the most pressing challenges at the intersection of people, culture, and AI-powered technologies.

  • JUNE 17: Strategic Leadership and AI Readiness

  • JUNE 18: Execution, Work Design, and Scaling

  • JUNE 19: Governing, Protecting, and Sustaining AI at Scale

Upcoming Partner Events

And because no matter how strategic things get, the “quick questions” never stop….

When those ‘quick questions’ are coming… this is your support system.

A person in a red and blue inflatable tube costume stands tilted in a parking lot, wearing a white T-shirt that reads “I’M HR.” Text at the bottom says, “HR handling one ‘quick question’.” The Hacking HR logo appears at the top.

Finally, if your organization wants to connect directly with HR decision-makers, our upcoming summits offer unique opportunities to engage with the global Hacking HR community.

SPONSORSHIPS­

Thousands of HR executives will gather at these upcoming summits in 2026 to shape the future of work:

If your company provides solutions in HR tech, benefits, people analytics, DEI, or workforce strategy, these events are your opportunity to connect with the exact decision-makers who control HR budgets and are actively searching for partners.

👉 Book an Intro Call with Laurie Baggarly: [email protected] to explore sponsorships and secure visibility at the summits where HR leaders are making buying decisions.

Reply

or to participate.