Survivor syndrome & survivor guilt; looking after the people left behind March 2011

Survivor syndrome & survivor guilt; looking after the people

left behind

by Toronto Training and HR

March 2011

Contents3-4 Introduction to Toronto

Training and HR5-6 Definition7-8 Drill9-14 Planning and communicating15-27Downsizing28-30What can HR do?31-34Reactions of survivors35-37Stages of the process38-45Minimizing the impact of

survivor syndrome46-49Case studies50-51Conclusion 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 banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definition

DefinitionWhat is survivor syndrome?

Planning and communicating

Planning and communicating 1 of 5

PLANNING; PAY ATTENTION TO…Awareness of current economic climateFair and appropriate selection processesTransparency of processesStrength and style of leadershipEvoking and maintaining trust in the organizationThe value applied to those that leave and those that remain


COMMUNICATING; KEY STEPS…Giving advance notification of reasons and processesBeing open and honestMaking senior management more accessibleEncouraging employee participation at all stages possibleMaintaining a consistent information flowEnsuring fair and transparent selection processes


COMMUNICATING; KEY STEPS…Communicating provisions made for those who leave to those that remainOver-communicating, and beginning earlyGiving Realistic Downsizing PreviewsPaying particular attention to the needs of line managers, who will be coping with stresses/anxieties of their own and their teamCommunicating, understanding and appreciation for those that remain


REALISTIC DOWNSIZING PREVIEWS-ALLEnsure that employees understand the new employment contractProvide tools for career self-managementTrain managers to address needs of employeesNever provide inaccurate informationProvide information to employees with empathyHelp of ‘star employees’ and ‘opinion leaders’ should be soughtOver-communicate and communicate early


REALISTIC DOWNSIZING PREVIEWS-TERMINATED EMPLOYEESProvide greatest possible amount of advance notification

REALISTIC DOWNSIZING PREVIEWS-SURVIVING EMPLOYEESEnsure that survivors are aware the assistance provided to terminated employeesAttempt to reduce non-essential tasks from survivors’ workloads

Downsizing

Downsizing 1 of 12REASONS FOR DOWNSIZINGRestructuringDelayeringChanging organizational cultureTechnology enhancementsOutsourcingLack of fundingDifferent competenciesGlobal competitionMulti-skillingMerger or acquisition

Downsizing 2 of 12

MOTIVATORSCost reductionProductivity improvementResponding to competitive threatsConsolidation after a merger or acquisitionIncreasing efficiency

Downsizing 3 of 12ADVERSE EFFECTSDecrease in moraleIncrease in absenteeismReduction in job motivationReduced organizational commitment and employee engagementRisk avoidanceReduced speed of decision makingDecrease in productivityIncreased level of workplace stressGreater task focus by managers

Downsizing 4 of 12

SURVIVOR SYMPTOMSFear, insecurity and uncertaintyFrustration, anger and resentmentUnfairness, betrayal and trust

Downsizing 5 of 12

ORGANIZATIONAL OUTCOMESDecreased moraleReduced motivationReduced engagementRisk avoidanceLoss of productivity

Downsizing 6 of 12ISSUES TO BE CONSIDEREDDefine and analyze the organization’s competitive positionDetermine the appropriate workforce structure to sustain competitive advantageConduct a skills need analysisMatch existing skills of the current workforce to skill sets neededEvaluate the current HR practicesIdentify critical HR areas of concernDetermine alternatives to address key HR issuesAppropriately consider the positive and negative outcomes of the alternative

Downsizing 7 of 12STRATEGIES TO ADOPTRecognize it will be painfulRemain objectiveHave a well thought-out planCome to a consensusTreat employees with respectOffer as much support as possibleCommunicate clearly and honestlyEnsure resilienceLook to the futureRe-recruit remaining people

Downsizing 8 of 12GIVING BAD NEWS-ERRORS TO AVOIDBeing cold and abruptBeing woolly or vagueUsing complicated language Using position of authority

Downsizing 9 of 12BEFOREPrepareConsider locationPrivacyBe well informed about process/able to answer questionsWhat support is on offer, contacts etc.Provide everything in writing

Downsizing 10 of 12DURINGBe observantPay attentionSpeak slowly and clearlyAvoid jargonPrepare opening statement after greetingDon’t delay but don’t rush eitherBe prepared for questions you will find hard to deal withBe respectfulInformation not catastrophe

Downsizing 11 of 12AFTERDon’t end meeting abruptlyAsk again for questionsOffer any addition informationSummarizeEnsure if needed time out or somewhere to sitForum for follow up

Downsizing 12 of 12THE ROLE OF DOWNSIZING AGENTS (DAs)Get involved in decision-making about the downsizing process whenever possible, so they have the information needed to counsel departing employees and survivorsHave opportunities and resources to debrief other DAs, so strategies can be shared for managing through the layoffs, which could include peer associationsMake use of stress-management initiatives and discuss their experiences openly, so they can interact with other survivors in healthier and more positive situations

What can HR do?

What can HR do? 1 of 2Explain to remaining employees their importance to the organizationCoaching can help people to redefine their value to the reshaped organizationManagers should ask their teams to air their concerns and communicate fully with themDemonstrate how everyone fits into the business’s overall structureFind creative ways to help employees bond with each other againEncourage people to look after themselves to reduce stress

What can HR do? 2 of 2Having a strategic role in the organizationDeveloping the HR vision and missionMeasuring the effectiveness of HR policies and practicesProviding leadership during changeFacilitating the change processBeing accessibleEnsuring fair and legal implementation of proceduresBeing responsive to business needs

Reactions of survivors

Reactions of survivors 1 of 3EMOTIONAL CLUSTERSAnger over lay-off processDepression and fatigueDissatisfaction with planning and communicationDistrust and betrayalJob insecurityLack of management credibilityLack of strategic directionRisk aversion and reduced moraleShort-term profit orientationUnfairness

Reactions of survivors 2 of 3

FearfulTask-focusedDefensiveSense of lossLet downAngryBitterTrappedGuilty

Reactions of survivors 3 of 3

Attitudes of survivorsPerformance of survivorsExpectations of survivors

Stages of the process

Stages of the process 1 of 2

SURVIVORSWhew! I made the cutI have to do all this workThey don’t appreciate me

Stages of the process 2 of 2

TRANSITIONInitial shockMinimizing/denialLoss of confidenceConfusion/depressionCrisisRecoveryRenewed confidence

Minimizing the impact of survivor syndrome

Minimizing the impact of survivor syndrome 1 of 7

Awareness of the prevailing economic climateFair and appropriate selection of those laid offAwareness of the level of managerial trust in the organizationProcesses conducted by strong leadershipValues applied to employees who remain with the organization


Communication of the reasons for and the process of the downsizing decisionOpen and fair treatment for all who are released from the workforceOrganization-wide help groups for allManagement and/or union involvementInformation given on the future of the organizationActive consideration given to the changes in the life of the survivor in respect of environment, workload and daily life


To improve trust in management:make senior management more visibleexplain reasons for downsizingexplain criteria used to decide who was terminatedTo improve morale:provide many opportunities for employeesto have questions answeredcommunicate as specifically as possible the future mission of the organizationlet survivors know how terminated employees are being supported


To improve productivity:train supervisors in how to motivate and manage survivorshelp survivors determine how to handleincreased workloadTo improve stress levels:train survivors how to manage change and transition


REBUILDING WORK TEAMSGoing over new duties (Manager: We will need you to assume _____ responsibilities)Re-establishing trust (Manager: I understand that workers are anxious and insecure – let me assure you that you are a valued employee)Focusing on the future (Manager: We had tolet XX go or jeopardize the company’s long-termfinances – but in so doing we are looking at takingYY positive steps this year).


COMMUNICATION GUIDELINESRecognize and allow for the natural reactionof employeesRealize that for many people the grief they’reexperiencing is very realMaintain open lines of communicationManagement must empower employeesLead the organization beyond the challenge


KEEP EMPLOYEES ENGAGEDAcknowledge the lossDon’t take the attitude “they should just be happy to have a job”Communicate early and oftenContinue employee developmentBuild your bench strengthContinue to give performance appraisalsEnsure that communication is two-wayMake employees an integral part of the turnaround planDo whatever it takes to maintain the company culture

Case study A

Case study B

Conclusion & Questions

Conclusion

SummaryQuestions

Survivor syndrome & survivor guilt; looking after the people left behind March 2011

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Transcript of Survivor syndrome & survivor guilt; looking after the people left behind March 2011