101: Staying strong through workforce reductions
Mass layoffs and workforce reductions are a harsh reality in business. In their aftermath, low morale, fear of being next, and employee burnout are common challenges. When a team is left reeling, managers are still tasked with the difficult job of rebuilding, maintaining productivity, and moving forward.
Balance empathy and clarity. It’s important to give your team space to grieve the loss of their colleagues. Be visible and accessible, answering questions as openly as possible, within the boundaries set by your legal department. “Clear and consistent communication is vital, so work with your communications or PR team to manage the overall messaging. But make no mistake; as a leader, this is your responsibility. You must be aligned with the message, so no one feels misled,” Graham Peelle writes in an article for Forbes.
Learn to listen before decision-making. In the wake of a mass layoff, employees may experience a wide range of emotions, such as anger and disbelief. While you may not be able to resolve the root causes of these feelings, offering employees the chance to be heard can go a long way. Sarah Edwards of BambooHR emphasizes the importance of gathering constructive feedback during the rebuilding process. “That means listening to your employees’ concerns before you speak, instead of assuming you know what they want to hear,” Edwards writes in the BambooHR blog.
Promote cross-training opportunities. Layoffs often leave gaps in the workforce, while the remaining team is still expected to maintain productivity with fewer people. Cross training can help bridge these gaps by equipping employees to cover multiple roles. It also boosts morale by allowing individuals to develop new skills, step into positions better suited to their strengths, or pursue roles aligning with their professional goals. “Find out what skills employees are interested in learning and give them stretch assignments that connect them with other departments,” Danielle Beauparlant Moser suggests in his interview with Society for Human Resource Management writer Lisa Rabasca Roepe.
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