III. Preparations for and Important Factors in Meeting with Targeted Employees
It is essential to establish and prepare systematic plans thoroughly in advance to carry out a successful individual meeting for voluntary resignation. These processes will greatly reduce interviewer difficulties, allow the targeted employees to retain dignity, and minimize negative feelings about the Company.

1. Prior Preparations
Sufficient preparations minimize potential for labor disputes, prevent confusion for both the targeted employees and the Company, and maintain consistency in meeting details and other related items.

Checkpoint
Details
Interview time and place
Beginning of the workweek and a quiet place without interruptions are recommended (it is best to avoid end of the week or right before holidays).
Interview scripts
To explain clearly and concisely what measures are taking place, the script needs to be completed beforehand (with one or two actual reasons).
Expected reactions
Attempt to predict and prepare for emotional reactions from targeted employees in advance
Expected questions
It is important to respond to questions with accuracy and consistency.
Control of emotions
Do not load the meeting with individual burdens or emotion. While pursuing voluntary resignation, it is necessary to focus on structured scripts. Do not talk with a third party.
Selection of targeted employees
Are there any legitimate reasons for selecting these specific employees?
Reason for
dismissal notice
If the reason for dismissal was due to performance results, it is essential to explain the reason clearly, but detailed examples do not have to be mentioned. Objective personnel evaluations need to be prepared, and reasons for dismissal shall be concise, refraining from ambiguity.
Expected emotion from targeted
employees
- Did the person expect dismissal?
- How would he/she accept a dismissal notice?
- Does the person have any physical or medical problems?

2. Matters to be Considered before Meeting
- Do not load up the meeting with individual burdens or emotion.
- Focus on the employee.
- Do not go off the script.
- Avoid talking about unnecessary possibilities or giving hope.
- Do not discuss the problem or engage in defense.
- The decision was not an easy one, and the employee should understand that the Company considers its employees as its top priority.

3. Detailed Meeting Procedures
1) The employee is offered a seat. Go to the main subject directly without additional explanation.
2) Starting (Go to the main subject directly.)
“The reason I would like to talk with you is, as you know, the Company has decided to reduce the number of employees for managerial reasons. I’d like to briefly explain the unavoidable nature of this decision.”
3) Decision and background
“This reduction of employees has been decided after considering all factors in the process of helping the Company survive. In determining the criteria for selection, we defined essential functions and calculated the appropriate number of employees needed. We then selected extra employees to resign after considering recent performance and other factors. As announced in advance, we regret that your position will be terminated. This decision won’t be reversed, but is official and final.”
4) Explanation of the ERP package
Introduction of related documents and ERP package (resignation letter, compensation bonus, unemployment allowance, etc.)
- “The Company has decided to pay additional compensation outside the statutory severance pay to those who are subject to dismissal for business reasons.” (Resignation-related documents are handed over.)
- “Right after you sign the related documents, all benefits listed in the letter will be given to you. Those benefits contain ----.”
- “You do not have to sign now. Please submit it before the deadline, which is _____ (month & day), ____ days from now. Should the deadline pass without the Company receiving your signed resignation letter, all ERP benefits will be cancelled and you will be placed on the waiting list. During your wait without position, you will receive 70% of your current wages or you will be suspended without pay. At any time after being placed on the waiting list, you may be dismissed without compensation.”
- “If you have any questions, please feel free to ask.”

4 Expected questions and answers

Questions
Answers
Why was I selected?
Who made the final decision?
What are the criteria behind the performance rating?
The criteria for selection are employee performance, ability to do the assigned work, job experience, necessity in the organization, experienced career, etc. This decision was not easy, but after considering all the facts, management has approved it.
What is the remedy process?

In relation to this issue, you can always meet the top management. However, since the management made this decision after careful consideration, there will be no change to its decision.
Can I work a little longer for some period of time?
No, you cannot. It would be better for you and the Company if you spend more time towards a new career. We wish you success in making other opportunities and achieving your goals.
Can I be re-hired?
It is possible you will be re-hired, however, you must not expect this outcome. Instead, we recommend that you begin working on a future outside the Company.
Can you provide a good reference letter for any potential employers in the future?
The company will share objective facts concerning your work with us (number of service years, job description, etc.). Also, we will issue a career certificate for three years after your date of resignation.
Why can I not move to a position in other team?
Before making our final decision, we considered all possible alternatives. This is the conclusion we have reached.
I would like to talk more with senior manager xxx.
Of course, you can meet with senior manager xxx. However, he/she understood this decision sufficiently and agreed to it.
How can the company treat me like this after serving x years?
This decision was made not at an individual level, but at the company level under unavoidable situations. We have considered all factors carefully to avoid this decision.
Is xxx included in this ERP?
We cannot give information regarding whether other specific people were dismissed or not.


Constructive / realistic (most reasonable emotions)
- It is necessary to listen to the employee carefully and try to provide plenty of information;
- This information should make the next steps clear.
Anger (defensive and/or argumentative)
- Listen to the expression of anger first, then help maintain calm.
Shock (no reaction or passive due to shock, dismay, or uncertainty)
- Allow time for reaction or any questions.
Denial / Control (unemotional or relaxed)
- If the person hides his/her emotions, this may indicate serious mental distress. It is highly recommended that another time be planned to offer the Company ERP to the employee again.
5. Reactions of Targeted Employees and Dealing with them