I'm a survivor! September 2013

I’m a survivor!

by Toronto Training and HR

September 2013

CONTENTS5-6 Definitions

7-8 Work behaviour components9-12 Typical scenarios13-14 Strategies15-17 Emotions18-21 Forms of loss22-23 Justice in the workplace24-25 The organizational re-design process26-31 Downsizing32-34 Alternatives to downsizing35-38 Layoffs39-41 The costs of layoffs42-44 What can I say?45-48 What can I do?49-50 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Definitions

Definitions• Survivor syndrome• Rightsizing• Downsizing• Restructuring• Rationalization• Retrenchment• LIFO• FIFO

Work behaviour components

Work behaviour components

• Lack of productivity and sabotage

• Intention for flight• Motivation

Typical scenarios

Typical scenarios 1 of 3• Lowered productivity• Fatigue and tiredness • Reduced levels of

employee engagement• Higher rates of sickness

absence including stress-related health issues

• Decline in customer service• Apprehension about the

future• Excessive spreading of

rumours and gossip

Typical scenarios 2 of 3• Drinking alcohol or

smoking • Withdrawal from team-

based activities• Focusing all of one's

attention on "flight" or "getting out" of the situation, instead of focusing on work done

• Diminished creativity and innovation

• Insecurity, anxiety and fear• Resignation and

sluggishness

Typical scenarios 3 of 3• Communication difficulties• Feelings of injustice,

distrust and often anger towards the organization

• Observation that optimism is not an attitude that squares with the organization’s overriding values

• Competitive and very divisive atmosphere

• Resistance to change• Intention to leave

employment

Strategies

Strategies

• Push or stopping• Pull or detachment

Emotions

Emotions 1 of 2

• Theoretical frameworks• Basic emotions• Positive and negative

emotions• Employee emotions during

organizational change• Emotions and change• Organizational perceptions

of emotions

Emotions 2 of 2

• Traditional approach• Alternative approach

Forms of loss

Forms of loss 1 of 3

• Loss of security and support

• Loss of control• Loss of positive outlook• Loss of self-efficacy• Loss of territory• Loss of identity• Loss of perceived

competence• Loss of relationships• Loss of justice and truth


THEORIES• Psychodynamic theory• Attachment theory• Task theory• Social learning theory• Cognitive behavioural

theory• Constructivist theory• Transition theory


• Stages of grieving• Sense of justice and

supervisory support• Dealing with loss

Justice in the workplace

Justice in the workplace

• Types of justice• Equity theory• Organizational justice

theory• Downsizing and justice

The organizational re-design process

The organizational re-design process

• Define key principles• Review programs and

activities• Re-design structures and

processes• Review roles and functions• Align decisions in planning

and strategies

Downsizing

Downsizing 1 of 5

PERCEPTIONS• Financially effective• Inevitable• Liberating

Downsizing 2 of 5

IDENTIFYING EXCESS POSITIONS• Assess current

organizational structure• Pinpoint surplus individuals

and overlap• Determine optimal

organizational structure• Highlight excess positions in

the organizational structure

Downsizing 3 of 5

DECISION TO DOWNSIZE• Cost reduction• Productivity improvement• Responding to competitive

threats• Consolidation after a

merger or acquisition• Increasing efficiency

Downsizing 4 of 5

WAS IT FAIR?• Whether it was justified• Whether it was consistent with

corporate culture• Whether management

provided ample advanced notice

• Whether management provided adequate explanations

• Whether senior managerial levels were also affected

Downsizing 5 of 5

WAS IT FAIR? (CONTINUED)• Extent to which terminated

employees were taken care of• Extent to which employees

were involved in the downsizing process

Alternatives to downsizing

Alternatives to downsizing 1 of 2

• Hiring linking to vision• Cross training• Succession planning• Redeployment within the

organization• Employee buy-out• Comprehensive savings• Reduced hours• Lower salaries

Alternatives to downsizing 2 of 2

• Attrition• Alternative placement• Leave of absence• Employee buy-outs

Layoffs

Layoffs 1 of 3

• develop an effective communication strategy which is ongoing and consistent with as much information as possible

• plan the layoff process so that it is – and is seen to be – fair, objective and transparent

• treat those employees at risk of losing their jobs, are treated with compassion and respect

Layoffs 2 of 3• try to do all the cuts at the same

time and provide a ‘soft landing’ ideally

• if possible tell survivors how the decisions were made

• make sure that the survivors know that you understand they may experience problems after the restructuring, and that they will be given practical assistance after the layoffs have taken place

• be as open and honest with employees as possible to foster trust

Layoffs 3 of 3

• develop success criteria – as well as identifying objectives linked to the layoffs, ensure that targets based on the remaining workforce are developed-one measure of a successful layoff exercise lies in the number of survivors who subsequently remain (rather than resign) and who continue to be motivated and perform at their previous level of competence

The costs of layoffs

The costs of layoffs 1 of 2

• Severance pay• Paying out accrued

vacation and sick pay• Outplacement costs• Cost of rehiring employees

in the future• Low morale and risk-

adverse survivors• Potential lawsuits• Sabotage

The costs of layoffs 2 of 2

• Workplace violence from aggrieved employees or former employees

• Loss of institutional memory and knowledge

• Diminished trust in management

• Reduced productivity

What can I say?

What can I say? 1 of 2

CO-WORKERS• Sad to hear about it• Display empathy• Offer to help in any way• Listen• Not too many questions• Let them guide the

discussion

What can I say? 2 of 2

MANAGERS• Be open and honest about

your feelings• Demonstrate personal

empathy• Respect individualism• Prepare and distribute

question and answer documents

• Shift focus to the future• Offer visible support• Apply multiple

communication channels

What can I do?

What can I do? 1 of 3

• Thorough, two-way consultation with a clear vision of a brighter future

• Practical support in managing workloads

• Support in skill development to equip staff for new ways of working

• Involvement in change programs


RESPONDING TO SURVIVORS• Treatment of survivors• Ignoring and distancing• Managers and

organizational silence• Underestimating the

survivor loss


SCOPE FOR IMPROVEMENT• Trust in management• Levels of employee

engagement• Productivity• Stress levels

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

I'm a survivor! September 2013

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