REDUNDANCY - The other side of the same coin.
Managing “survivor guilt” and maintaining morale and a sense of security after restructure and redundancy
The economic impact of COVID-19 has unfortunately meant that many businesses are now needing to evaluate the future shape of their workforce. This inevitably, for some, means restructures and redundancies.
During the pandemic, employees have the same rights as before in respect of a redundancy process – fundamentally, the right not to be unfairly dismissed or to be discriminated against. Getting the process lawfully and procedurally correct are of course inherently important for a business and preferrable to ending up at the Tribunal where additional time and resource is spent, and potentially a costly settlement. However, it’s more than just a poorly executed process that can end up costing the business. Even those employees who keep their role can suffer from ‘survivor guilt’ and anxiety about the future of their jobs, which while at the other end of the spectrum can be just, if not more, destructive for the business.
Getting the communication and support right from the start
For an employee, the thought of a restructure is almost always scary and unsettling, and clear communication and a sensitive approach is key from the start. While this article doesn’t focus on the technical procedure, it does highlight key considerations from an approach and communication perspective, to minimise disruptive after effects.
First and foremost, it is essential for the business to have an open and positive mindset, and convey that it is making a genuine effort to seek constructive feedback on the proposed changes from all employees. It should be thoroughly communicated to staff members that their thoughts and opinions are valuable; the business should acknowledge that these employees often know the business inside out, and are sometimes far better positioned than upper management (who may not be close enough to front line operations) to propose counter solutions. Change does not always have to be negative; with consultation processes come opportunities. This might be the ability for employees to have their say and present alternate views, which could be favourable to the original proposed changes and some, or all, suggestions incorporated into the business as part of the outcome.
The company should make it as easy and unintimidating as possible for employees to provide feedback, through being flexible and open to how it is provided. This could include enabling individuals to provide feedback in person as opposed to solely in writing, or as a group to help those with a preference (cultural or otherwise) to provide a collective response. It should provide contact details for a key person managing the change, or consider having a weekly “open door” period when employees can come and ask questions at any stage of the process.
Remember to offer support from the start, not only to potentially most affected employees, but to their colleagues, the wider team(s), and the managers who are facilitating the consultation; this can be an incredibly hard position for all of these individuals, they may have worked with their team members for a number of years and have formed close personal bonds with them.
There are many options for support available which can be catered to best meet the diversity within your workplace. This is most commonly in the form of an external Workplace Assistance programme or Counselling provided by the company, but don’t be afraid to think outside the box or listen to your employees if they request a specific type of support.
So, a business runs a procedurally correct and considered process and moves forward, what could go wrong?
It would be naïve for any business to think that once they have completed consultation and confirmed an outcome, everyone can move on and those employees who retained their positions will simply be relieved and thankful that they kept their jobs. While these may be the initial feelings, they will pass, potentially giving way to a multitude of emotions, such as guilt that they still have a job when their colleague(s) do not, and stress and anxiety about the future.
If the flow on effects are not managed well by the company it can impact on the mental well-being, productivity, engagement and motivation of remaining employees, and ultimately whether the business retains these staff members or loses them to seemingly more stable companies. There is the inevitable reputation risk that comes poor management of change too.
What measures can be put in place to avoid survivor guilt, unanticipated employee exits, and sustain a productive and positive workplace culture following a restructure?
Following the consultation period, communicate the outcome and rationale clearly and in person. Where appropriate, the company should talk about the feedback received and the reasons for the final decision. While it is never easy to be made redundant, it is much easier to come to terms with the decision if you understand the reasons for which it was implemented, and feel that you have been treated fairly and with respect. The company may also offer outplacement support to minimise the negative impact and support redundant employees into their next organisation.
Similarly, survivors of redundancies, who may be close friends of departed employees and feel that this bond has now been ‘severed’ and thus a loss of connection, will observe the way their colleagues were treated by the company. While they may grieve for their loss or feel guilt for remaining in their jobs, they will at least have a sense of trust and confidence in the business for how the process was executed, and the care for which their team members were provided.
The company should take steps to normalising survivor guilt by having conversations with remaining employees immediately after redundant employees leave. The best way to do this is simply by acknowledging that it is difficult for everyone. Managers should keep lines of communication open, and be visible, approachable and transparent. Staff should be regularly reminded that they are valued, that how they are feeling is normal, and reassured that this period of uncertainty and upheaval will pass by the company presenting a clear vision for the future. It should also keep practical assistance and support options available to surviving employees on an ongoing basis, and encourage them to access these during working hours.
Lastly, the company should organise a way of keeping in touch with redundant employees. It sends the message "we still care, even though you are not with us anymore". After all, if the economy turns around, the company might find itself in a position to rehire them, and former employees are more likely to come back if they have been treated fairly. This also sends another positive message to the employees who stay.
Restructures and redundancies are undeniably some of the hardest employment processes for all involved, and no matter how sensitively they are implemented, some negative after affects are inevitable. However, if the company consistently treats everyone with care and respect, and continues to focus clear communication and support on remaining employees, disruption will be minimised, enabling the company to move forward while retaining an engaged, motivated and productive workforce.