Layoff survivors need help Make sure staff is well-informed, gets aid it needs

Organizations as well are scrambling to determine the best approach to maintain profitability without losing their workers. Yet, there are times when the choices are limited and a decision must be made. And no matter what you politely call it -- downsizing, right-sizing, or restructuring -- the result is the same: Some employees will inevitably be laid off and enormous stress will be felt by everyone.

As a professional who has assisted employers to structure their layoffs and as a counsellor for hundreds of displaced workers over the years, I can sincerely say that stress related to job loss is not easy to deal with.

After all, we have so much of ourselves wrapped up in our jobs. Our jobs are our identity. We live and breathe our work. Our friends and social circle are at work. In fact, we spend more time at work than at any other activity. Who are we when we are laid off?

At the same time, those lucky employees who missed the axe during the most recent layoffs, often develop a true personal fear or phobia about "when will the other shoe drop?" They genuinely fear they'll be caught in the next round of layoffs. Not unlike the laid-off employees, this group also feels confused, disillusioned, anxious, insecure and powerless over their destiny. They immediately go into "survival mode" and become risk averse.

Unfortunately, this group of troopers is often neglected by management; they are not given the attention they deserve. Something must be done. The world has changed forever. Things will not be the same. And it's management's job to help employees regain a sense of control, a sense of security and a return to productivity. You need to invest time and energy in your "layoff survivors."

Here are some strategies for tackling this important issue:

Increase visibility -- This is not the time to hide in the office or in some cases, disappear from the facility because you can't handle the stress and strain you are facing. Keep in mind that employees watch you all the time. You are their weather vane. Your employees will model your behaviour. Increase your visibility throughout your entire facility. Attend departmental meetings.

Facilitate the grieving process -- Layoff survivors go through the same grieving cycle as the employees who are no longer with the company. Be sure to provide opportunities for people to not only vent but also to honour the colleagues who have left and to say goodbye. Be creative: Let employees prepare memory albums or other innovative approaches to moving on with their lives.

Provide on-site stress counselling services -- While many employees will initially shun getting emotional help, if you place a stress counsellor on site, I guarantee you that every appointment will be booked up. Confidential, private conversations are very, very helpful for employees under stress.

Show them you care -- Be empathetic: Recognize and accept that the grief employees feel is real. Stop and talk to people both individually and in groups. Provide for stress counselling on site for those who need it. Reassure your employees; help them to envision a continued role in your organization. Share your longterm plans for their product, service and/or department.

Streamline work -- There is no way that a leaner staff level can continue with high levels of productivity without experiencing overwork and burnout. Involve employees in re-engineering the work, cut out unnecessary steps -- simply stop doing them or find another way to do the work.

Focus on retention -- Believe it or not, once layoffs occur, many employees will not take the chance to stay with your organization and you might therefore lose more employees through exodus than through the actual layoffs. Focus on employee retention; once again, help them to see a future with your firm,

Communicate, communicate -- When people go through personal trauma, they may listen but they don't hear. Thus, it is important that organizational leaders communicate frequently and use as many different channels as possible. Sending a message simply through email just won't do. Hold public meetings, small department meetings, one-to-one discussions, video conferences or town hall meetings. Ensure that all of your management team is giving the same message.

Be honest and truthful -- Difficult and challenging times are always dangerous territory for trust issues. If management sugarcoats its message, employees can see right through this ploy and trust is quickly lost. At the same time, although people ask for the truth, they often can't accept it. It's a fine line. Management must tell the truth at all times.

Provide management coaching -- Many managers will not have had experience with major layoff initiatives and need coaching on how to cope. Ensure that the strategy chosen by the company is understood and supported by all the management team. Any sign of non-support is easily seen by employees and will slow down any recovery of morale.

Clarify roles and responsibilities -- More than likely, the changes in your organization have resulted in changes to roles and responsibilities. Be sure to clarify this so that employees know who they are reporting to and what their job is. Recognize as well that it will take time to fully bring about these adjustments, especially when there are new reporting relationships.

Revive the passion -- Most employees want to be involved in the future of the organization. They want to enjoy coming to work and contributing to their best ability. Involve them in planning as much as possible. Engage them in creating a new vision for their department and/or the entire firm. Create a sense of employee ownership.

Today's economic times are indeed causing businesses to grapple with some tough issues, especially when it requires layoffs.

Yet the issue of helping the survivors to overcome their grief is often neglected.

The result is low morale, a distrust of leaders, reduced productivity and in many cases, an exodus of talented employees. Apply the strategies stated above -- get that productivity back on track.

Barbara J. Bowes, FCHRP, CMC, is president of Legacy Bowes Group and vice-president of Legacy Executive Search Manitoba. She can be reached at barb@legacybowes.com .

Republished from the Winnipeg Free Press print edition March 21, 2009 G1