Handling Layoffs and Caring for Survivors

1. Handling Layoffs and Caring for Survivors Mary Fran San Soucie HR Coordinator maryfran@montana.edu

2. First of all, Taking care of HR when HR is taking care of Everyone Else • From CUPA-HR Association Leadership Program • Allison M. Vaillancourt, Ph.D. • University of Arizona

3. Question of the Day: • How are HR Professionals like Superman?

4. Answer • http://www.youtube.com/watch?v=B13flQZQaIk&feature=player_detailpage#t=31s

5. The college revoked all our benefits, cancelled our retirement program and laid off half the workforce. So we’re having Funny Hat Day to boost morale.

6. Oh What a Year this Has Been • Early retirement incentives • Voluntary separation programs • Swine flu contingency plans (mostly done, but what’s next?) • Should we base furlough days on salary level or employment type? • “Furloughs for FACULTY? Are you out of your mind?” • “Really, anyone who makes over 100K should have their salary cut. It’s a no brainer.” • Press inquiries about we can justify paying our people such “outrageous” salaries at a time like this.

7. But there was More. MUCH more… • Listening to employees rant about how it is your fault that their retirement plan took a dive. • Listening to employees rant. • Renegotiating faculty workloads/instituting unionized faculty • “No, we don’t have a hiring freeze. This is a “hiring pause.” • Reorganizations • Skyrocketing demand for EAP services • Listening to employees rant. • “We’ll all cut our salaries by 5% if we can keep Susan.” • Layoffs and contract non-renewals • “HARVARD is laying off people? Harvard???” • Doing more with less • Listening to employees rant.

8. When I hear the phrase, “do more with less,” I: • a) Start to clench my jaw • b) Must resist the urge to roll my eyes • c) Want to run into traffic

9. What color is your state? SOURCE: Bureau of Labor Statistics Local Area Unemployment Statistics

10. A Workforce Management- sponsored study of HR professionals reported the following results:

11. Have you suffered from Sleeplessness as a Result of Layoffs? As a result of the ongoing nature of today’s massive workforce reductions, the majority of these HR managers say they are experiencing sleeplessness, increased anxiety and depression, while a few are using substances to cope, according to the survey. Workforce Management Survey, published June 22, 2009

12. Almost half of HR managers who have conducted layoffs in the past 18 months say their stress over the layoffs has affected their job performance, according to the survey. Thirty-five percent of respondents have considered or seriously considered changing careers, according to the survey. In interviews, they cite burnout and low morale as reasons that they are thinking about leaving. An additional 3 percent have already begun the process of changing careers or jobs. Workforce Management Survey, published June 22, 2009

13. A 2006 study conducted by Leon Grunberg, a sociologist at the University of Puget Sound in Tacoma, Washington, followed 410 managers over 10 years and found that those involved with layoffs were more prone to sleep problems, ulcers, headaches and heart trouble up to three years after the layoffs Workforce Management Survey, published June 22, 2009

14. My nickname is now “Angel of Death.” • Anonymous survey respondent • Workforce Management Survey, published June 22, 2009

15. “They used to greet me, but now theytypically put their head down and pretendI’m not there, to avoid eye contact forfear that they might be next.” Anonymous survey respondent Workforce Management Survey, published June 22, 2009

16. How stressed, anxious or Depressed Have You Been Feeling as a Result of Having to Conduct Layoffs? • 73 percent of respondents say they are somewhat stressed, depressed or anxious as a result of having to conduct layoffs • 11 percent say they are extremely so. • 50 percent have experienced some sleeplessness • 17 percent say they have experienced frequent to extreme sleeplessness. • Workforce Management Survey, published June 22, 2009

17. “For the first time in my professional life,[I’m] not as passionate about my job –stay in bed longer in the morning,procrastinate more at work. My headisn’t in the game.” Anonymous Survey respondent Workforce Management Survey, published June 22, 2009

18. The worst part of my commute is that I end up at work.

19. “Do You Think the Stress, Anxiety orDepression You’ve Experienced HasAffected Your Job Performance?” • 48% indicate a slight to severe effect on Job Performance • 52% indicate no effect Workforce Management Survey, published June 22, 2009

20. How are YOU doing?

21. What are you doing to take care of yourself?

23. Question: Who understands what you’re going through? • Answer: • LOOK AROUND….

24. Question: While you’re standing by yourinstitutions and your employees, who isstanding by you? • Answer: • LOOK AROUND…

25. So How do We get Through it? Managing Through Crisis or Change •Foster adaptation – Honor the past but create excitement about the future – Distinguish between the essential and the expendable •Build leadership capacity – Distribute power and decision making •Embrace disequilibrium – Depersonalize conflict – Create a culture of courageous conversations •Take care of yourself – Find sanctuaries – Treat yourself like you are in training – Be more than your job – Reach out to confidants R. Heifetz et al. “Leadership in a Permanent Crisis.” Harvard Business Review. July-Aug 2009

26. Personal Strategies for Managing Change • Acknowledge our reactions to change • Acknowledge our comfort with change • Clarify factors prompting resistance to change • Employ strategies to increase our resilience to change. • Take charge of change and adversity and use it as an opportunity to transform ourselves

28. What makes people Successful, Especially in Times of Change? • 1) They are easy to be around • 2) They act like survivors • 3) They are well‐connected and tuned in to their environment • 4) They are prepared • 5) They have valuable talents and are constantly acquiring more • 6) They partner up • 7) They diversify • 8) They demonstrate flexibility • 9) They reassess their priorities

29. Remember not getting what you want is sometimes a wonderful stroke of luck. --Dali Lama

30. Rules of Engagement

31. Rules of Engagement • When employees are engaged, there is 26% higher productivity, lower turnover, and organizations are more likely to attract top candidates. Watson Wyatt, Driving Business Results Through Continuous Engagement, 2008/2009

32. Rules of Engagement • Stay Positive: Your team is looking to you for hope, support and confidence. For your success, and the morale of your team, it is important that you keep a positive vision and remain upbeat by using strategies like these: • Choose your words carefully. Use positive language. • Learn something new. Teach someone else. • Set new professional goals . . . for the week, month and year. • Spend time with positive people. • Show support for senior leadership’s strategic goals and direction. • Forbid whining and gossip. • Do something you love each day. • Be grateful for what you have!

33. Rules of Engagement • Communicate, Communicate, Communicate • During these troubled times, communicate more, not less. • Employees are hungry for information, even when the news is not good. • Plus, if you don’t keep employees updated, they will keep themselves updated, with gossip, which is always richer than reality.

34. Rules of Engagement • Set New Goals • Today it’s business as “unusual.” • There is a tendency to just hunker down and wait out the recession, hoping for mere survival. • NO!!! It’s demoralizing. • Now’s the time to set clearly defined goals, identify measurements of success and then hold people accountable for accomplishing the goals. • Get your employees involved in setting new goals. Give people a reason to come to work. • Having clearly defined goals and measures of success helps people believe in the importance of their team and the work they do individually to contribute to the team/company’s success. • Get enthused and be a role model of commitment to successfully achieving the goals.

35. Rules of Engagement • Hold People Accountable • It’s hard for employees on the team to be fully engaged when they feel they are carrying a “slacker.” • Coach the employee who isn’t pulling his/her fair share. • If the coaching isn’t effective, help move that employee on/out so they can strategically undermine the success of one of your competitors. • Working short-handed is much better than being held hostage by an under-performing employee. • Effectively dealing with performance issues raises team morale and clearly shows that you are serious about your expectations.

36. Rules of Engagement • Recognize Success & Find Reasons to Celebrate • Look for opportunities to celebrate team success, even small successes. • Ask your team for their ideas about how to celebrate. • Go beyond the typical “great job” and find out what motivates that particular employee.

37. Rules of Engagement • Ensure Everyone Learns and Grows • So many things have changed in the business world where we now reside. • In this new environment, there is an opportunity to unlearn some old, less effective behaviors and learn new ones. • When people are learning and contributing, they feel positive and motivated, knowing that they are making a contribution. • Expect learning and recognize employees who demonstrate growth

38. Being a leader today is tough. Putting these six tips into practice will help you not only survive, but thrive in these trying times. You will be leading a motivated, engaged workforce and will have positioned yourself for success.