Understanding and managing terminations in Québec in 2026
From individual to group terminations, this complete guide helps you understand the distinctions, know your obligations and act with structure, humanity and respect.
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A termination is one of the most delicate acts in human resources management. It touches people, teams and an entire organization, and it tests the consistency between stated values and actual practices. This guide provides an overview of individual and group terminations, the reasons and legal framework, the human impacts, the best practices for the announcement and communication, notice, the outplacement assistance committee and career-transition support.
It is intended for employers, managers and human resources teams who want to act with rigour and care. It is for information purposes and does not constitute legal advice. For your precise obligations, rely on your legal advisors and the CNESST.
In this guide
- What is a termination?
- Termination or dismissal
- The reasons for ending employment
- Individual or group termination
- Alternatives to a termination
- Preparation and legislation
- The notice to the minister
- The impacts of a termination
- Job-loss grief and mental health
- The reactions to anticipate
- Procedures and practices for the announcement
- Leading the announcement meeting
- After the termination
- The importance of communication
- The notice of termination
- The outplacement assistance committee
- Bouncing back: career-transition support
- Terminations, values and employer brand
- Choosing a support partner
- The mistakes to avoid
- Recap: best practices
- Going further: our articles
- Frequently asked questions
What is a termination?
A termination is the ending of an employee's contract of employment by the employer, for a reason unrelated to their conduct, most often economic or organizational. Understanding this term and the forms it can take is essential to navigating these situations well. A termination can be individual or group-wide, and each type has its own implications and procedures.
It is important to distinguish a termination from two neighbouring realities. A temporary layoff is a temporary suspension of employment, often tied to a slowdown in activity; the employment relationship is not ended, but a layoff that continues beyond six months is generally treated as a termination. A dismissal, for its part, stems from the person's conduct or performance. To tell these notions apart, see our article on the nuances between end of employment, layoff and termination, as well as our definition of career transition and its equivalents.
A termination passes no judgment on the person. It stems from a context that forces the company to eliminate a position, reduce its workforce or restructure. This nuance matters: it shapes the tone of the announcement, the employer's obligations and how the person will experience what follows.
Related terms
Termination or dismissal: the distinction
The two terms are often confused, but the distinction matters, because it shapes employees' rights and the employer's obligations. A termination is tied to economic or organizational reasons, with no fault on the person's part. A dismissal, by contrast, stems from their conduct or performance, generally after a management or corrective process.
Termination
- Economic or organizational reasons
- No fault on the person's part
- Notice, indemnity and transition support
- Examples: economic termination, reorganization
The decision comes down to the company's context, not the person.
Dismissal
- Disciplinary reasons: conduct or performance
- A documented, justified process
- Compliance with internal procedures and policies
- Example: dismissal for cause (serious misconduct)
The decision stems from the person's actions, after a process.
Legal and contractual implications
In a termination, the employer is generally required to provide notice, pay the applicable indemnities, comply with contracts and collective agreements, and sometimes conduct a consultation process. In a dismissal, it must follow disciplinary procedures, document the file carefully and be able to demonstrate the reasons; the person can challenge the decision before the competent bodies. On the contractual side, you must check the clauses on conduct, performance and notice, and comply with internal policies.
The distinction between the two has been the subject of abundant case law. That is why it is strongly recommended to consult legal advisors before acting, to clarify the obligations, understand people's rights and reduce the risk of litigation.
The reasons for ending employment
Ending a contract of employment can stem from various reasons, whose nature varies with the circumstances. Some relate to the company's context, others to the individual situation. Here are the most frequent reasons.
Economic and organizational reasons
Economic terminations occur when the company must reduce its costs, close part of its operations or restructure to stay competitive. They can also stem from reorganizations, mergers, acquisitions, shifting priorities or strategic adjustments. These situations often affect several people and call for careful management to minimize the impacts.
Insufficient performance
Unmet objectives, repeated lateness or work quality below expectations can lead to the end of employment, generally after clear warnings and genuine opportunities to improve. Documenting the file is decisive here.
Inappropriate conduct
Harassment, discrimination, violence or other serious breaches of policy can lead to a dismissal. These situations call for a rigorous, documented and proportionate process.
Breaches of company rules
Repeated or serious non-compliance with policies (safety, confidentiality, ethics and others) can justify ending employment. The employer has a responsibility to enforce these rules to maintain a healthy, compliant work environment.
Lasting incapacity
When a person can no longer perform their duties because of physical or mental limitations, and reasonable adjustments are not possible, the employer may have to end the contract. These situations call for great care and tailored support.
Individual or group termination
The individual termination
An individual termination affects a single person, for various reasons: cost reduction with the elimination of a position, performance judged insufficient despite warnings, or lasting incapacity. It calls for rigorous preparation, a well-documented decision and careful communication, in person whenever possible.
The group termination
A group termination affects several people in a short period, generally for economic or organizational reasons: restructuring, closing a site, relocation or budget cuts. It is governed by specific obligations, including the notice to the minister and, where applicable, setting up an outplacement assistance committee. It calls for close coordination between management, human resources, legal advisors and, often, an external partner.
Our outplacement guide explores the collective side in depth, and our article on group termination in Montréal presents the obligations and best practices in the local context.
The main management difference comes down to scale and coordination. An individual termination plays out in a direct relationship, where the quality of the announcement and follow-up is paramount. A group termination adds layers of complexity: the sequence of announcements, message consistency across several teams or sites, logistics, legal obligations and stakeholder management. In both cases, the goal is the same, to run the process with clarity, humanity and rigour, but the resources to mobilize differ appreciably.
Alternatives to a termination
A termination is not always the only option. Before deciding, it is worth exploring measures that can sometimes preserve jobs or soften the consequences. These avenues do not suit every situation, but they deserve to be assessed.
Internal redeployment
Moving a person to another position or team, when transferable skills and needs exist elsewhere in the organization.
Temporary layoff
Temporarily suspending employment during a slowdown, rather than permanently ending the relationship, with a clear recall plan.
Reduced working hours
Cutting hours or sharing work on a voluntary basis to absorb a drop in activity while keeping people on.
Voluntary departures
Offering departure terms to those who wish to leave, which sometimes reduces the number of imposed terminations.
To these measures we can add a temporary hiring freeze, a review of expenses or training to reposition people toward emerging needs. When a termination remains necessary, this prior thinking reflects a responsible, well-documented approach and strengthens the credibility of the decision. A career-transition partner can help you assess these options: see when and how to involve a partner during a reorganization.
Seriously exploring these avenues is not just a matter of efficiency. It is also a mark of credibility: on the day a termination becomes inevitable, having documented the solutions considered strengthens the legitimacy of the decision, both for the people concerned and for the remaining teams. This helps preserve trust and the workplace climate, two assets that are hard to rebuild once eroded.
Preparation and legislation
Preparing an individual termination
Preparation is delicate and benefits from careful planning. Gather and document the reasons for the termination, review the person's file (evaluations, prior communications) to ensure the decision is well founded and compliant with policies and laws. Then plan clear communication that informs the person of their rights: notice, indemnities and support services, including career-transition support. The meeting is ideally held in person (or virtually for some positions), in a closed space that preserves confidentiality. Finally, plan a follow-up strategy to answer questions and ease the transition. To equip yourself, see our practical guide to terminating with care and our article on how to communicate an end of employment.
Preparing and equipping managers
Managers are on the front line on the day of the announcement. Take the time to prepare them well before the meeting: review what will be said and how, provide a template or a script, and answer all their questions about the process, the reasons and what comes next for the people affected. Recall the applicable policies and procedures, especially in a workforce-reduction context, so they can explain them correctly.
Also give them access to resources and support. A career-transition firm can often train and prepare your managers for these announcements, notably on empathetic communication and managing emotions. Finally, give them enough time to absorb the information and prepare: you cannot expect a person informed a few hours in advance to be ready to lead such a delicate conversation. A well-prepared manager stays calmer, clearer and better able to support their team.
Québec legislation on individual terminations
Under the Act respecting labour standards, the employer must give written notice, or a compensatory indemnity, when the person is terminated without serious cause. As a guide, the scale provided is as follows:
- less than 3 months of continuous service: no notice;
- 3 to 12 months: 1 week;
- 1 to 5 years: 2 weeks;
- 5 to 10 years: 4 weeks;
- 10 years and over: 8 weeks.
A severance indemnity may be added, notably if the contract or collective agreement provides for it. Terminated people may also be eligible for employment insurance and other forms of support. Remember that a contract, an offer letter or a collective agreement can grant benefits above the legal minimum.
Preparing a group termination
A group termination calls for careful planning and transparent communication. Clearly define the objectives and reasons, bring together a leadership team to coordinate actions, meet the legal obligations (consultation, notification of the authorities) and plan the logistics: indemnities, outplacement assistance and transition services. Prepare your communication with care, explaining the steps, the criteria for selecting the affected positions and the options offered, including internal staff movement. See our 3 steps to prepare a group termination, the importance of structuring the termination and how to avoid planning mistakes.
When more than 50 people are affected, the employer may be required to offer outplacement assistance services, in collaboration with the authorities. Selecting the positions deserves particular attention: clear, objective and non-discriminatory criteria protect both the people and the organization.
Please note: these thresholds and deadlines are presented for information purposes and may involve exceptions or change over time. They do not constitute legal advice. Consult the CNESST website, the text of the Act respecting labour standards and your legal advisors. Federally regulated businesses are subject to distinct rules.
The notice to the minister in a group termination
The notice to the minister is a legal requirement in Québec when a group termination affects at least 10 people over a period of two months. It lets the authorities take the necessary measures to support the people affected and soften the effects on the local community and the regional economy.
The notice states, among other things, the number of people affected, the categories of positions, the reasons and the expected dates. Depending on the number of people affected, it must generally be sent between 8 and 16 weeks before the expected date of the termination. Failing to meet this obligation can have consequences, hence the importance of planning that builds in these deadlines from the start.
To go further, see our definition of the notice to the minister, our article on group termination in Montréal, our benchmarks on labour standards and outplacement and the 5 frequent mistakes in group terminations.
The impacts of a termination
Managing terminations requires navigating between financial and human imperatives. Recognizing the impacts, on everyone concerned, makes it possible to soften the effects and preserve trust.
On terminated people
The loss of professional and financial security can cause real distress: a sense of rejection, loss of control, damage to self-esteem. A termination is not only a job loss; it is also the loss of a routine, a social status and a professional community, which can heighten stress and anxiety and spill over into personal and family life. Career-transition support helps people bounce back. See the impact of an end of employment on terminated people.
These effects often extend beyond the professional sphere. The loss of temporal bearings and routine can create a void and disorientation, while financial strain sometimes carries over into family life. Some people feel shame or guilt at no longer contributing as before. Recognizing the true scale of these impacts helps offer support that matches, rather than mere token accompaniment.
On the remaining teams
The people who stay on experience a mix of relief, guilt (survivor's feeling) and worry about their own future. The changes that follow a termination generate stress and uncertainty. It is important to acknowledge these emotions, communicate the new reality clearly and offer support, for example through the employee assistance program. See how to support the remaining teams and the impacts of a poorly managed termination.
On managers
Often overlooked, managers also experience strong emotions: they carry out the decision while managing their teams' concerns. This increases stress and pressure. Training in empathetic communication, coaching and mental-health resources help them get through this period and better support their teams.
Job-loss grief and mental health
For many, work is far more than a job: it is part of one's identity, offering social recognition, relationships and daily bearings. When it disappears, the person can experience a genuine identity shock. Our article when work shapes our identity explores this reality.
Job loss often sets off a grieving process, with phases close to those of other ruptures: shock, denial, anger, sadness, then acceptance. These emotions are legitimate and do not diminish the person's worth. Recognizing this process, without rushing it, is part of respectful support. The article navigating a career transition reminds us that even an anticipated departure shakes deep dimensions.
On the mental-health side, a few markers help: naming emotions rather than denying them, varying sources of support (loved ones, professionals, peers), keeping a routine and small objectives, and drawing on available resources. On the day of the announcement, on-site professional support can defuse the sharpest reactions. Our articles guide the intervention when a person is in shock, when they put themselves down, and how to welcome emotions without playing psychologist.
The organization has a role to play in this process. Openly acknowledging that job loss is a hardship, offering tailored support and leaving room for the expression of emotions send a message of respect. Conversely, minimizing the situation or pressing the person to "move on" often prolongs the distress. Structured support helps turn a difficult period into an opportunity for redefinition, provided each person's pace is respected.
The reactions to anticipate
At the time of the announcement, reactions vary from one person to the next. Anticipating them helps keep a calm, respectful posture. In every case, let the person express what they feel: attentive listening is the most compassionate response, and there is no need to resolve everything on the spot.
Sadness
Tears are frequent and healthy. Console with empathy, without apologizing on the organization's behalf, which would imply wrongdoing. Offer tissues, respect and time to regain composure.
Shock
Some people stay silent, pale, and struggle to engage in conversation. Give them the chance to put into words what they feel and keep a slow pace. Our article explains how to step in when someone is in shock.
Relief
Others react with a certain optimism, having anticipated the news. They will often have many questions and express relief at seeing the uncertainty end.
Anger
More rarely, the reaction can be intense. Stay calm and firm, without being defensive, and recall the framework of the meeting. If you anticipate a risk, plan security measures and position yourself near the exit. In the event of concerning behaviour, apply your emergency procedures without delay.
When a person puts themselves down or doubts themselves, refocus on the facts and on their strengths: see how to step in when a person puts themselves down.
Procedures and practices for the announcement
An announcement is prepared, delivered and followed through. The way it is made durably shapes how the people concerned and the remaining teams perceive it. Here are the three main phases.
Preparation phase
Make sure the legal and procedural bases are covered: reasons, selection criteria, compliance, documentation (indemnities, communication plan) and a questions-and-answers document. Also prepare the place and time, and train the people who will lead the meetings. Rigour upstream avoids many pitfalls. Several choices deserve thought: where to announce, at what time and in person or not.
Notification phase
Notify in person whenever possible, rely on a clear template and, in the case of multiple terminations, order the meetings to limit disruption and preserve confidentiality. Be direct and honest, state the facts and the next steps, then listen. Our articles explore the exchange in depth: how to lead a difficult conversation, anticipate the first 10 questions and announce that a transition program will be offered. The day of the announcement remains a moment to handle with care.
Support after the announcement
Offering career-transition services is essential: resume help, interview preparation, job-search strategies and emotional support. This support helps the people affected, preserves a positive relationship and reduces risk. Also think of telling them where to turn after a termination, and reassure them about what comes next with what becomes of a person after a program. Finally, do not forget the logistics: retrieving property, system access and confidentiality.
A termination to plan or announce?
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Leading the announcement meeting
The meeting should be brief, clear and respectful, ideally ten to fifteen minutes. Here is how to lead it, step by step.
Welcome the person
Stand to welcome them, close the door and, if possible, sit beside them rather than behind a desk. In virtual mode, make sure the people involved are connected before bringing the person in. Get straight to the point: extended pleasantries are out of place at this moment.
Announce clearly
Be direct and honest: announce the termination and explain the reason, without vague language or unkeepable promises. Clarity aids understanding, even when emotion runs high. Once the decision is communicated, your role is to listen.
Respect emotions and answer questions
Expect varied reactions and show empathy while remaining professional. Give the person time to react and ask their questions, and answer from your prepared responses. If you do not know something, say you will come back with the information rather than improvise.
Hand over the documentation and present the support
Hand over the documents detailing the departure terms, without going into every detail at this stage. If a career-transition service is offered, inform the person and give them the documentation. Where applicable, introduce them to the coach, in a private meeting where no organization representative takes part.
Thank the person
Acknowledge their contribution and thank them with respect. The person is going through a loss: sincere recognition eases the transition and lets everyone move forward. Keep the meeting short, state the organization's position in a neutral tone and refocus on the key topics.
Logistics and safety
Plan a private, quiet space away from work areas, with seating, water and tissues. Determine who should be present (the person, their manager, a human resources representative, sometimes security) and plan a discreet departure as well as the retrieval of personal belongings. Confidentiality is essential: before the meeting, share the information only with management and human resources.
After the termination
Once the announcement is made, follow-up matters as much as the meeting. Human resources shares the detailed information on the departure terms, while the career-transition service takes over to support the person toward what comes next. Support offered from the day of the announcement, sometimes with an on-site presence, provides immediate, reassuring support.
Also think of the practical aspects: deactivating access, returning equipment, transferring files and communicating to the rest of the team. If it is appropriate and sincere, offering to serve as a reference can soften the sense of rejection and support the rest of the journey. You can also tell the person where to turn after a termination.
Finally, keep the long-term goal in mind: preserving a positive relationship and a good reputation. A well-supported departure often translates into a faster rebound for the person and maintained trust within the organization. See what becomes of a person after a transition program.
The importance of communication
Effective communication softens the emotional impact, protects reputation and maintains team morale. Often underestimated, it is nonetheless a strategic component of change management. See how to align messages to preserve trust and why it helps to over-communicate during a termination period.
Planning
Communication starts with careful preparation: key messages, appropriate channels (emails, team meetings, FAQs, video messages) and a precise schedule. Train managers for delicate conversations with templates and scenarios, and anticipate reactions.
The role of human resources
Human resources ensures a consistent, professional and respectful message, in close collaboration with managers and leadership. It organizes information sessions to clarify the changes and reassure the teams, which strengthens trust and stability.
The announcement and remaining teams
Favour a direct, personal approach, with transparency about the reasons and empathy for the human impact, and present the transition services offered. With the remaining teams, quickly fill the information gap: who has left, what the impacts are and how operations will be reorganized. Restore a sense of optimism and direction, separating short-term repercussions from long-term prospects. Managers must stay visible and accessible.
After the announcement and managing the media
After the announcement, maintain open communication, revisit the messages and open spaces for discussion. Externally, prepare for media inquiries and monitor social media. In the event of a press release, focus on transparency: reasons for the termination and support measures. Well-managed external communication protects reputation and public trust.
The pace of the steps
Effective communication follows the pace of what people are living through. Before the announcement, you inform and equip managers, prepare answers to the expected questions and validate the channels. At the time of the announcement, you share the facts, acknowledge the human impacts and explain the support measures; tone then matters as much as content. After the announcement, you revisit the message, answer new questions and support the remaining teams. Owning a share of uncertainty, by clearly saying what you know and what you do not yet know, is often more reassuring than an overly polished speech.
The notice of termination
What is notice?
Notice is a period during which the employer informs the person of the end of their employment before it takes effect. During this period, the person can be kept in their position or released from their duties while still receiving their pay. The goal is to give them time to prepare and to start their transition under better conditions.
The length of notice
The length varies with seniority, but individual contracts or collective agreements can provide for more advantageous terms. Certain particular situations may also affect the notice obligation. When in doubt, the CNESST remains the reference to consult.
The severance indemnity
In addition to notice, an indemnity may be paid to compensate for the job loss and support the person during their search. Its amount depends notably on seniority and the terms of the contract. Beyond the legal minimum, many organizations choose to offer more generous terms, in keeping with their values.
The outplacement assistance committee
The outplacement assistance committee is a structure meant to help people affected by a group termination re-enter the job market and minimize the negative impacts.
What is the outplacement assistance committee?
The outplacement assistance committee brings together representatives of the employer and the employees, sometimes with external specialists. Its mission: provide the people affected with the agreed assistance to ease their reintegration. Its activities include assessing needs, coordinating services and implementing a personalized outplacement plan. This mechanism draws on section 84.0.10 of the Act respecting labour standards and is part of a long Québec tradition.
Funding and exemption
The employer bears part of the costs tied to the committee's operation and the outplacement plan. Government assistance, through Services Québec, can cover part of the eligible expenses, more so when the company's financial situation warrants it. An employer that already offers equivalent services, for example through an agreement with a specialized firm, can request an exemption from setting up a formal committee, provided it demonstrates equivalent objectives.
The committee acts as a link between the employer, the people affected and public resources. Its joint composition fosters trust and buy-in: by involving employees in the process, an outplacement plan is designed that is better tuned to real needs, which improves the chances of reintegration and reduces tension during the transition.
Transition and outplacement services
The career transition and management services (also called redeployment or outplacement) go well beyond the job search: developing the network, writing the resume and the LinkedIn profile, interview preparation, and sometimes psychometric testing. The programs are custom-designed. For a full overview, see our outplacement guide.
Please note: the committee's operation and funding involve particularities and can change. This content is for information purposes and does not constitute legal advice.
Career-transition support
Offering career-transition support is the most concrete way to support the people affected. Beyond the job search, it is a structured journey that helps each person take stock, reposition and bounce back. Our article career transition, a human and strategic lever explains its value for organizations.
The main steps of a program
Assessment and bearings
Take stock of skills, interests and aspirations, and regain bearings after the shock.
Target and strategy
Define a realistic professional target and a structured search strategy.
Tools and market
Resume, LinkedIn profile, interview preparation, networking and access to the hidden job market.
Follow-up and integration
Sustained support until the new opportunity, and sometimes beyond.
To go further, see the key steps of an effective program and why it helps to put career management at the heart of the support. Human coaching stays central: our articles explain how AI and coaching complement each other and why the human presence makes all the difference.
What the person gains
A good program offers far more than job-search help. It creates a space to take stock of one's skills, aspirations and path, structured support to bounce back, and access to tools and support in a period of great uncertainty. Concretely, the person develops their network, updates their resume and online profile, prepares for interviews and learns to access the hidden job market, where a large share of positions are filled. They thus move forward with method and confidence, rather than alone and by trial and error.
What the organization gains
Support also benefits the employer. It reduces the risk of litigation, preserves the engagement and productivity of the remaining teams, and protects the employer brand. It is a strong signal, internally and externally: here, we support people, even in departure. It is not a favour, but a responsible way of recognizing people's contribution and acting in keeping with your values.
Formats suited to each profile
Support comes in an individual format (personalized meetings), a group format (interactive workshops) or hybrid. Some profiles call for a particular approach: supporting executives meets specific challenges, while other people are approaching a new stage of life, which calls for retirement planning. The choice depends on the number of people, the profiles and the objectives.
Terminations, values and employer brand
Ends of employment are not merely administrative matters. They are pivotal moments where the organization's values are put to the test. Every decision, every gesture and every word strengthens or weakens the culture you want to carry. Our article terminations and organizational values examines this consistency.
Supporting the people who leave sends a clear message internally: here, we support people, even in departure. This reduces the shock perceived by colleagues, preserves trust and ensures continuity between stated values and lived culture. It is also an asset for the employer brand, the ability to attract and the retention of talent. Conversely, a poorly managed termination leaves lasting marks, as our article on the impacts of a poorly managed termination reminds us.
In a dynamic market like Montréal's, this reputation counts doubly. Our article on career transition in Montréal illustrates how tailored support helps organizations get through change while supporting their teams.
Choosing a support partner
A specialized partner lightens managers' load, secures the process and offers the people affected a real springboard. The right time to involve one is often upstream: see when and how to call on a partner during a reorganization, and whether it is relevant to offer support during a termination.
A few criteria help you compare: the approach (person-centred), the flexibility of the programs (duration, formats, in person or virtual), experience and references, the quality of the coaching team and the ability to coordinate local, national or international interventions. To go further, see our essential criteria for choosing a partner in 2026.
It is also useful to distinguish collective outplacement from individual transition, in order to keep the right approach for your situation: our articles outplacement vs transition and which approach to choose help with that. At Leduc HR, a member of Career Partners International, we roll out these services with no geographic limit, in collaboration with your teams and your legal advisors.
The mistakes to avoid
A few pitfalls come up often and can turn an already difficult moment into a crisis. Knowing them helps prevent them.
To go further, see how to prevent planning mistakes, the 5 frequent mistakes in group terminations, the importance of structuring the termination and the role of compliance and risk management.
Recap: best practices
A well-run termination rests on a few simple principles, worth keeping close at hand. None replaces judgment and empathy in the moment, but together they form a solid, reassuring foundation for acting consistently, from the first signal to the follow-up in the weeks after the announcement.
Going further on terminations
A selection of articles to explore every facet of terminations, from the definition to the legal framework, including the announcement, communication, job-loss grief and support.
Frequently asked questions about terminations
Concrete answers to the questions leadership teams and managers often ask.
What is the difference between a termination and a dismissal?
A termination ends employment for an economic or organizational reason, with no fault on the person's part. A dismissal stems from their conduct or performance. See the difference between termination and dismissal.
What is a temporary layoff?
It is a temporary suspension of the employment contract, often tied to a slowdown. The employment relationship is not permanently ended, but a layoff of six months or more is generally treated as a termination.
Are there alternatives to a termination?
Yes: internal redeployment, temporary layoff, reduced working hours, voluntary departures or a hiring freeze. These options do not suit every situation, but they deserve to be assessed before deciding.
What notice must I give?
As a guide, the scale runs from no notice (less than 3 months of service) to 8 weeks (10 years or more). A separate timeline applies to group terminations. For exact deadlines, consult the CNESST and your legal advisors.
What is a group termination?
It affects several people in a short period, generally for economic or organizational reasons. It brings specific obligations, including the notice to the minister.
When must a notice to the minister be sent?
When a group termination affects at least 10 people over two months. Depending on the number of people, the notice is generally sent between 8 and 16 weeks before the expected date. See the notice to the minister.
What is the outplacement assistance committee?
It is a joint structure that helps people affected by a group termination re-enter the job market. The minister may require it when 50 people or more are affected. See the outplacement assistance committee.
Do I have to offer a career-transition service?
It is not always mandatory, but it is strongly recommended and sometimes required in a group termination. This service supports people and protects the employer brand. See whether it is relevant to offer support.
How do you announce a termination with consideration?
Prepare the meeting, be direct and clear, welcome emotions and point to the support offered. See our guide to terminating with care.
How should you react if the person is distressed?
Stay calm, welcome the emotion with empathy and refocus on the facts and the next steps. Our articles explain how to step in during shock or self-deprecation.
How do you support the remaining teams?
Communicate transparently, acknowledge emotions and restore a clear direction. See how to support the remaining teams.
Is a termination suitable for executives?
Yes, with tailored support. Executives face particular challenges that call for a custom approach. See executive career transition.
How do you choose a support partner?
By assessing its approach, its flexibility, its experience and the quality of its team. See our essential criteria for choosing a partner.
Does this guide constitute legal advice?
No. It is for information purposes. For your precise obligations, rely on your legal advisors and the CNESST.
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