The scene from Scrooged is not that far from reality.  The boss, Bill Murray, notifies the hapless employee he has just been terminated.  The requisite “security officers” show up and haul this bureaucratic victim, along with a cardboard box of office memorabilia, to the cold concrete landscape of corporate America.
            In my work as a consultant, I have personally witnessed RIF’d employee’s name read publicly in an all-employee meeting (the departing employee hearing this decision for the first time), escorted to the front door and his/her office space reassigned within an hour.  These heartless practices provided the desired "clean break" for the organization, but years of emotional battery for the recipient, and a ready-made agenda for coffee breaks until the next Ice Age.
            There has to be a better way to notify employees, because of economic pressures, they will no longer be parking in the same parking tomorrow.
            Below you will find a sequential set of skills to bring respect to the process of delivering the bad news.
            First, do not lie about the possibility of a reduction-in-force.  Trust goes right out the door with the departing staff when an organization publicly denies layoffs are on the table and then two days later people are being shown the door.
            When asked about the potential for fewer people in the workplace, the honest response should be, “Reduction-in-force is always a possibility in an economic downturn.  Our commitment is when this possibility becomes a reality; we will personally notify the people affected and then follow with a public announcement.”
            Second, when the positions have been tagged for elimination, immediately meet individually with all the affected staff.  
            In this meeting give the staff person the bottom line quickly (he/she will know, from looking at you, this is not good news) along with other options your organization will provide and then say, “I know this is difficult news to absorb in just a few minutes and I will answer any of your questions now. When we are finished, I will come back to see you in another hour. Tell me, what are you feeling and thinking right now?
            Third, while this person is emotionally starting to cope with this news, during the next hour, call an impromptu meeting of your entire staff. 
            This third stage picks up the process you outlined in the first stage.  When you have everyone’s attention, make a statement that should mirror the content of these words, “The reduction-in-force has been decided and I have talked with the affected staff persons.  Our organization is providing options that include…and we know this time is difficult for all of us.  Here are the positions that will be eliminated…. 
            Notice that instead of hearing the names of the specific people through the reliable “grapevine,” I am announcing them in public.  This methodology is fair to both the people losing their jobs and the organization.  You want to avoid the distortion of innuendo and unfounded rumors.  Please note the people who have lost their employment are not in this large group meeting.

Fourth, go back to the terminated employee and plan to spend time…without looking at your watch.  I strongly recommend you do not get into defending the “reasons” because they are never good enough.  The place you want to go is the restructuring stage.  Some organizations will provide “out-placement” counseling and services.  Others will offer the person a job in a different part of the organization. 
It is essential you not dangle false promises out there (“You know, this may turn out very good for your future.”).  Only deal with reality…and this person is hurting and numb.  He/she is looking for a life preserver right now and any promise you make, that you may not be able to deliver, will be perceived as another nail in the employment coffin.
Finally, put a limit on the grief process.  You and “those remaining” cannot be moaning about the loss of these staff persons for the next two years.  There is a time when you must insist that everyone “move on.”  You may want to say in an upcoming staff meeting, “The reduction-in-force is behind us.  We genuinely miss the contributions of those affected.  Here is the way we will move forward and accomplish our goals.”
Throughout these five stages you must insist respect has to craft every conversation and action. 
If your best option is to supply cardboard boxes, call security and pretend this horrendous emotional scene never took place…plan on the “survivors” letting you know, in passive-aggressive behavior, they are angry and hurt because they are probably next.