layoff survivor syndrome

1. Layoff Survivor Syndrome State Office of Human Resources January 10, 2009

3. Survivors’ Reactions Guilt Turmoil Anger Anxiety Fear Depression Insecurity Higher Stress Feel Less Valued

4. Layoff Survivors Laid-off and surviving employees share many of the same feelings According to David Noer a professor at Elon University in Elon, N.C., the underlying cause of Layoff Survivor Syndrome is a pervasive sense of personal violation.

5. Layoff Survivor Syndrome Noer describes Layoff Survivor Syndrome as a “toxic set of feelings and emotions” that include: Fear, insecurity, and uncertainty Frustration, resentment, and anger Sadness, depression, and guilt Unfairness, betrayal, and distrust

6. Layoff Survivor Syndrome (cont’d) Noer says Layoff Survivor Syndrome can impact personal and organizational performance and cripple an employer at precisely the time it needs to rely on its workforce. He suggests that HR leaders must understand the Layoff Survivor Syndrome and openly and proactively address it.

7. How Might Layoff Survivors Exhibit These Feelings Incessant gossiping about which employees were laid off and who will be next Poor attendance Spending hours online looking for alternative employment General irritability and a lack of focus that combine to slow productivity

8. After the RIF… Lower productivity An atmosphere of guilt, anxiety, and anger The air filled with gossip A breakdown of relationships and teamwork

9. Impact of Layoff Survivor Syndrome on the Workplace Reality or Myth: “Layoff survivors will be so grateful that they still have a job that they’ll work harder and be more productive.” Leadership IQ, a training and research firm, surveyed 4172 layoff survivors 75% say their productivity has declined while their customer service has worsened 64% say the productivity of their colleagues has also declined 77% say they see more mistakes and errors being made 87% were less likely to recommend their employer as a good place to work

10. For a RIF to be a cost savings… Don’t mismanage the RIF process Keep surviving employees engaged and productive or the employer may never recover Using a disciplined leadership approach that values employees as human beings can help an employer become lean while remaining competitive and productive

11. How to Minimize the Effect of Layoff Survivor Syndrome Provide a clear, open, and direct RIF process to help reduce overall anxiety and uncertainty Communicate. Communicate. Communicate. Allow for an emotional response…managers and supervisors need to use their coaching skills Encourage survivors to discuss their feelings with others [For example, supervisors, managers, or EAP]

12. How to Minimize the Effect of Layoff Survivor Syndrome Provide training for managers and supervisors in how to both manage the RIF process and deal with the aftermath Encourage managers and supervisors to be highly visible to their staff, approachable even when they don’t have anything new to say, and candid about the state of things to build their trust and credibility Demonstrate continuing long-term interest in the careers of the survivors [For example, allow survivors to take on a new responsibility or take a lateral job move or a job enrichment program]

13. How to Minimize the Effect of Layoff Survivor Syndrome Involve survivors in a search for solutions to performing the necessary work with reduced staff Do periodic, systematic attitude assessments which will help employees understand they are still valued and provide critical information for management

14. Questions