How to explain a voluntary exit offer to your report
You’ve been told to brief each direct on a voluntary exit offer. Here’s exactly how to open, what to say, how to avoid pressure, and how to handle the hard questions—so they feel informed, not steered.
How do you open the conversation?
Set the frame in the first 30 seconds. Name that it’s optional. Promise clarity. Don’t hint at outcomes you can’t control.
Try this:
“Thanks for making time. I want to brief you on a company-wide voluntary exit offer. It’s optional. My goal is to explain the facts and your options without pressure. I’ll share what I know, note anything I don’t, and follow up.”
“Before we start: I can’t advise on personal finances or legal questions. For those, please check with HR or an employment lawyer. You don’t need to decide today; the window runs until the deadline HR set. I’ll send the official materials after this.”
What do you actually say?
Cover the basics in plain English and stop. Don’t sell. Don’t speculate.
Use this structure:
- What it is: “In plain terms, the company is offering eligible employees the option to leave with a defined package.”
- Who’s eligible: “Eligibility is set by HR’s criteria. Based on what I have, you are/are not eligible. If you want to double-check, I’ll connect you with HR.” (Only say “are/are not” if you’re certain from HR.) “I won’t guess.” , - How to express interest: “There’s a process—usually a form or portal. It’s not binding until you sign the official documents. The HR guide explains the steps.” , - What happens if you accept: “If you opt in and are approved, HR will confirm your last working day, notice period, severance terms, and benefits details.” , - What happens if you don’t: “Nothing changes immediately. You remain in your role. If there are broader org changes later, those would be communicated separately. I don’t control or have visibility into any future lists.” , - Deadlines: “There’s a decision window and, often, a revocation period after signing. The exact dates are in HR’s memo; I’ll send the link.”
How do you answer “Am I at risk if I don’t take it?”
Don’t guess about safety. Don’t over-reassure. Name what you do and don’t know.
Say: “I understand why you’re asking. I don’t have, create, or see any future layoff lists. I won’t speculate. I won’t guess about what might happen later. Today’s offer is voluntary. If the company makes other changes in the future, they’ll communicate those. If anything affects our team, I’ll tell you what I can, as soon as I can.”
If pressed: “If you need certainty, the only way to get details on this program is from HR’s documents or by asking HR directly. I’ll help you get answers.”
What if they ask “What would you do?”
Don’t make their decision yours. Keep your integrity.
Say: “I can’t make this decision for you, and my situation isn’t yours. Your call should weigh your finances, career goals, visa/immigration status, benefits, and job market. I’m here to clarify the program and support you either way. For legal or financial implications, please check with HR or an employment lawyer.”
If they want a sounding board: “Happy to help you list pros and cons from a work perspective—projects, skills, timing. I won’t advise on money or legal issues.”
How to handle questions you can’t answer
Write them down. Promise a timeline. Close the loop in writing.
Say: “Let me note that. I’ll get you an answer or connect you directly with HR. I’ll follow up by [date/time] with what I learn, or tell you if it’s not something I’m allowed to share.”
If they ask about severance math, taxes, COBRA, PTO payout, non-competes, or immigration: “Those details depend on policy and law. I don’t want to mislead you—please check with HR or an employment lawyer. I’ll help route the question.”
How do you close with next steps?
End with clarity and support, not nudges.
Say: “I’ll email the HR memo, FAQs, and the deadline right after this. I’ll also send a summary of what we discussed and any open questions I’m chasing. If you want, we can hold a follow-up 1:1 before the window closes. Whatever you decide, I’ll support you. If you choose to leave, I can discuss knowledge transfer and, where policy allows, references or networking. If you stay, we’ll keep focusing on your goals here.”
A script you can adapt
Before you walk in
- Read the HR memo end-to-end. Highlight what you can and cannot say.
- Clarify eligibility for each direct with HR before any 1:1. Don’t guess.
- Draft a one-page fact summary with links to official docs and the deadline.
- Book private 1:1s. Avoid drive-by updates or group announcements first.
- Prepare exact phrases: “optional,” “I won’t speculate,” “I’ll get you an answer.”
- List sensitive topics to route to HR: taxes, benefits, PTO payout, non-competes, immigration, visas, WARN, COBRA. Add “check with HR or an employment lawyer.”“,
Rehearse it before you say it
Practice this 1:1 out loud in Rehearse so you can say it clearly, answer pushback, and avoid pressure before you meet for real. Rehearse gives you an AI partner who plays the other person — by voice or face-to-face — then coaches you on clarity, empathy and structure.
Questions people ask
Can I suggest to a low performer that the VSP is a good idea?
Don’t steer. Your job is to explain the option, not pick who should take it. Mixing performance judgments into a voluntary program can create pressure and risk. Keep the briefing neutral. If there are performance issues, run that process separately and by the book with HR.
Should I brief the whole team together instead of 1:1?
Start with 1:1s. People have personal questions—pay, visas, benefits—they won’t ask in a group. After individual briefings, a short team note with links to official docs is fine. Never share individual choices with the team.
What if my report asks me to confirm severance math or tax treatment?
Don’t guess. Point them to HR’s documents and offer to route the specific question. Taxes, benefits, and payout rules are jurisdiction- and policy-dependent. For legal questions or unique situations, advise them to check with HR or an employment lawyer.
How do I support someone who’s upset or angry about the offer?
Acknowledge the emotion and slow down. Say you’re sorry this is stressful, and repeat the key facts. Offer a follow-up time when they’ve had space to think. Don’t argue or defend the company’s strategy—stick to what you can control: clarity and support.
Is it okay to promise confidentiality about their decision?
Be careful. Say you’ll keep the conversation private within policy and that HR will know if they enter the process. Don’t promise secrecy you can’t deliver. If you need to loop in HR to answer a question, tell them first.