Source: Management Today
Date: November 2006

• Know where you stand. Understand fully the rules and legal obligations of employment law and you'll minimise the risk of a tribunal. Even if you'd win in the end, you'll want to avoid the process.
  
• Make sure it's necessary. If you're making redundancies for financial reasons, consider your alternatives, such as amending overtime or offering sabbaticals. Remember: losing experience will cost the firm.
  
• Tell the right people, in the right order. The news absolutely has to come from you. Beware the reach of the rumour mill.
  
• Do it properly. Firing people is unpleasant, but it's part of what you're paid for. Don't do a Peter Guild. The furniture firm laid off staff by text, telling them to 'pass it on'. Offer consultation and take people through the process.
  
• Say it straight. Being vague is as bad as being brutal. Make sure your message is understood. Don't try to stay friends: promising to take them back when things pick up is asking for trouble. Still ...
  
• Don't make enemies. You never know when your paths will cross again.
  
• Turn up for an interview in 10 years and the employee you so insensitively let go may be on the panel.
  
• Manage the fallout. A close team will be upset by the loss of a member.
  
• Explain why the sacking was necessary, and this should ensure the commitment and enthusiasm of your team in the future.