Rebuilding Workplace Morale After Downsizing

As the world economy slumps and unemployment rises, more and more managers face the task of laying off workers. There are a host of negative emotions to be managed at this time and the aftermath of layoffs could present great problems. Workforce ‘survivors’ will be left with a range of negative emotions – survivor guilt, grief, anxiety, depression or shock, for example. They face emotional issues at a time of greater workplace challenges due to restructuring; they may have to cope with a whole range of new tasks and responsibilities.

It’s not possible to simply boost and enthuse people through the emotional aftermath of major workplace change. They need to be helped to work through it.

Individuals work their way through emotional events at different rates. Some individuals may be relatively unaffected by change. They may have been through many workplace changes already or they may have a high tolerance for instability. It is important for employers to realize that the level of support from family and friends will vary.

The key is to recognize that individuals react differently and treat them, as far as possible, on an individual basis. This means listening to their concerns and taking those concerns on board. Good managers listen and show that they are listening. Rebuilding morale will be a lot easier if downsizing has been well handled. For example, the ‘survivors’ need to see that their former colleagues were let go in an ethical and decent way and that the employer has shown support in helping them move on in their life and career. If that is not the case, the workplace may be poisoned by mistrust.

The aftermath of downsizing is also a time when a firm’s mission statement can be a key document. A mission statement should be part of any business plan. It will help refocus employees on their roles. It can also be useful in explaining the reason of the layoffs. Downsizing provides a good excuse to ruthlessly cut any unnecessary business processes. This will lighten workloads.

Dealing frankly with employees is an important way of allaying anxiety. Showing good faith is a way of minimizing resentment.

Bonding events can be helpful. Time can be set aside for reforming disrupted working relationships and letting people talk things through on a casual basis. Something as simple as regular office lunches may be helpful here.

Rebuilding morale takes time, but it is an essential part of achieving the productivity gains that should follow downsizing.

Copyright 2001, RAN ONE Inc. All rights reserved. Reprinted with permission from www.ranone.com.