Anonymous wrote:I would be up front, but lead with the new opportunity for them, not the fact that they are being replaced. "Larla, I really appreciate your contributions to this project. We have a need for someone to really focus on this particular area, and I think it will be great match for your skills - and hopefully your interest! We are going to start a transition so that you can run that aspect of the operation. Jane will be coming in to backfill your current tasks, I'd like for you to work with her over the next couple of weeks to get her up to speed. We'll make your new role effective on the 15th. Let me know what support you need during the transition."
How she takes it will depend on her personality, and on how much the change looks like a demotion. If it's going from a leadership role to an individual contributor role, be prepared to emphasize that salary etc are not changing. Also be prepared to discuss what she should focus on if she has ambitions to get back into another leadership role (i.e. why she's being moved out).
I'm half and half on this. If you're removing the employee for performance reasons then they deserve to know what those are. Don't sugarcoat this.
This happened to me over 20 years ago. I was "offered" the choice of staying in my group (I was not management) or transferring where they thought i would be a better fit. I was clearly told I was not meeting his expectations and they thought I would thrive elsewhere. And I did.
While it was a very hard thing to go through it was also eye-opening for me.