Compliance Partner
26
BY MICHELLE HIGGINS
An unexpected meeting pops up on your calendar — this can’t be good. You find out the company is laying off 10 percent of its workforce. It’s on your shoulders to find a way to meet goals with fewer staff and keep employee morale up after layoffs are finalized. This type of scenario could be facing managers across the country. While difficult, there are strategies to help keep employees moving forward during tough times. The downsizing download After layoffs, remaining employees might distrust manage- ment and exhibit a decrease in productivity and morale. They could experience survivors’ guilt, seeing the displaced employees as “victims” in a sense, especially if those who were laid off were treated poorly. When companies treat laid off employees with compassion and respect, it strengthens the relationships with remain- ing employees. It also helps when companies assist de- parting employees with life after the layoff by connecting them with resources to become re-employed elsewhere. Layoffs, therefore, should be well-orchestrated. Thor- ough planning and clear communication can mitigate dis- content. Once the downsizing is over, HR leaders and department managers should meet with the remaining staff to discuss the company’s plans, calm any fears, answer employee questions, and address any concerns.
When companies treat laid off employees with compassion and respect, it strengthens the relationships with remaining employees.
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