Helping the Survivors of a Layoff: Tips for Management

Corporate downsizing not only impacts those who have lost their jobs, but it affects the survivors as well. Too many times, management operates under the misconception that those who have retained their jobs should be grateful and relieved. This is a myth. Survivors often have as many negative feelings as those who were laid off. Confusion, anxiety, stress, victimization, grief, mistrust, apathy and hostility are common feelings for the remaining staff. Survivors keenly observe how their former co-workers were treated in the downsizing process. The survivors investment in the company and the rebuilding phase will be impacted by his/her perception of how the company handled the layoff. Survivors are key to the future success of the organization. Recovery from a downsizing event takes time but a planned, well-managed process will ensure a more favorable outcome with an eventual increase in productivity and morale. The following are some things to consider as you plan for the needs of layoff survivors.

Phase 1: During the Layoff and Immediately After

The most effective way to cut through the rumor-mill, which may perpetuate negative beliefs, is to provide frequent, direct, honest communication with the remaining staff. If more layoffs are expected to occur, it is better to be upfront and honest. Management should be visibly available to staff during this time. Communication should be both formal and informal. Talk to staff- find out what their thoughts and feelings are but don’t try to solve their problems-you cannot! Survivors are grieving for lost co-workers, feeling guilty that they were not cut and are distrustful of the company. The only way to assist them is to acknowledge that their feelings are valid, re-emphasize the necessity for the downsizing and speak positively about the plans and vision for the future.

Phase 2: First Few Weeks After the Layoff

Management should continue to be empathetic to survivors feelings of anxiety, uncertainty and mistrust. Begin to express hopeful information about the company and its future. Clearly articulate and document the reasons for the reduction in the workforce. Allow survivors to have their period of mourning and expect that their productivity will be impacted. Instruct workers on what to say if calls come in for former co-workers and tell them how those business calls should be redirected.

Phase 3: Rebuild

Now it is time to begin rebuilding your workforce and rejuvenate teams. Identify new leaders who could be mentored. Redistribute work fairly trying not to overwhelm your remaining workforce with the feeling that if they refuse to do the job of multiple people, they will be the next to go. Schedule team building or training activities to help survivors understand their role in the organization. Understand that some workers will be cautious about giving their all to the company, especially when they have seen competent, productive co-workers lose their jobs. No longer does good performance guarantee retention. Some workers react by becoming very rigid about their job descriptions and are unwilling to do anything extra. It may take these workers more time to learn to trust in the organization.