Morale boosters for those left behind: acknowledge the emotional toll of a layoff.

AuthorDee, Kevin M.
PositionHR Matters

There is a group exercise called Lifeboat where there are limited seats in the lifeboat (always less than the group size) and group members participate in the selection of who gets a seat and who stays behind. Each person gets one minute to say why they should be chosen for a seat. The exercise causes a lot of self-examination and is intense and emotionally a catalyst for internal conflict. Layoffs are also like that and often worse. Those people let go will grieve and move on over time. If done right, those laid off will get assistance and eventually find a new way forward in their careers. But they are not the only ones who are affected and go through an emotional rollercoaster. Everyone who is left, "the survivors," will also go through duress and similar stress. However, there are things that managers can do that will go a long way to help those left behind.

What's Going On?

The first and foremost thing that will determine whether or not individuals survive or leave the lifeboat (the organization) will be the culture that existed prior to the layoff. Was the organization a good or great place to work? Did management and employees demonstrate good social and emotional intelligence on how they treated each other? If the answers are "no" then businesses are in for a rocky ride and the organization may not make it.

Secondly, acknowledge what is really going on with the company. Will there be more layoffs, reductions, etc.? Surviving a layoff is like living through a car crash where one person survived but others did not. Expect a grieving process to occur amongst those left behind. If the business has a compassionate workplace culture then there is light at the end of the tunnel. So what can be done to support those left behind? If a business supports those left behind in the transition then there are opportunities that can be realized. But, trust is required and absolute honesty must accompany this effort. Even just talking about it initially as a group can go a long way to start the healing process.

Organizations that understand change management are by far more responsive to market needs and take less time to meet and effect change--whether anticipated or not. John Kotter in his book "Leading Change" outlines an 8-step model for transformation in an organization. Those steps for change management are (1) identify the urgency of change, (2) form a strong nucleus, (3) create new vision for the change, (4) notify everyone of the vision, (5)...

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