The past year has been tough on everyone and few businesses will emerge from the Covid-19 pandemic unscathed. Unfortunately, the financial impact means many are going to have to restructure and for some, this will inevitably lead to redundancies.
As a leader, these are among the most difficult choices to make and should be approached with empathy and respect. The people on the receiving end of these decisions are human beings, with lives and bills to pay. They are not numbers.
Yet there are also those that remain. The ones who are “lucky” enough to not be made redundant. However, don’t make the mistake of thinking that the redundancy process and the restructuring that comes with it, hasn’t also affected them.
Survivor syndrome
'Survivor syndrome' is the guilt that comes with watching something bad happening to those around you, but not to you personally. The question; ‘Why them, and why not me?’ can be troubling and unsettling.
In the workplace this can have a negative effect on both employee wellbeing and productivity. Along with guilt, there are other signs to watch out for:
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Insecurity - They may not have been made redundant this time, but their time is surely coming soon? This is a natural and inevitable feeling.
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Resentful - Rather than being happy they stayed, they may think it is unfair and why were they spared when their colleagues were not?
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Distrustful - Leadership is about making tough choices, but decisions like this will often break trust. It will need to be earned again and rebuilt.
The effect at work
Staff who remain after the redundancy process may start to have their work negatively impacted as a result. At a time when anxiety and uncertainty linked to the coronavirus crisis is also commonplace, it can be a worrying time for employees.
There are several signs of this:
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Reduced morale and motivation.
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Decreased productivity.
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Slower decision making.
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Increased stress.
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Lack of engagement and commitment to the organisation.
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Taking more time off.
It is important to identify these and address these problems as quickly and sensitively as possible.
The solution
Be a leader
Honesty is the best policy and let your team know how the process has affected you too. Show vulnerability and help them realise that it has had an emotional impact on everyone. It was not a decision that anyone wanted to make, but had to be made if the organisation is to survive through a pandemic that no one expected.
In turn, let them know that there is a future. Share with them what the vision for that is and the part they will play in it. Allow employees to share their concerns and ensure there is an open line of honest communication. Start to rebuild trust.
Explain the new role
Staff have already been asked to be flexible and adaptable in many aspects of work because of the crisis, from remote working to learning new technologies. Add to this the absence of colleagues and friends and concerns about an increased workload and their wellbeing will be affected.
Break things down for them to make it seem less overwhelming. Make them feel valued and appreciated and set short-term, achievable goals to try and start creating a positive atmosphere once again. This will build confidence and morale and allow your team to feel more in control once again.
Look after wellbeing
This is the most important. Times are tough and someone isn’t weak for being affected by that and admitting it. Take steps to protect both your wellbeing and that of those around you. Allow yourself and your team to accept there is a problem and then take steps to address it.
There are physical things that can be done, such as eating healthily and getting regular exercise. Be honest about struggling and take time out if needed. Create a safe space for people to feel comfortable talking about their problems and work with them to try and find a solution.
To sum up
Look out for the warning signs that those that remain after redundancies are having issues and seek to address those quickly. After all, they are the ones who will be helping the business move forwards. It will take time, but through offering support and advice, trust and morale can be built back up after a restructure.
By Tom Seymour, an online content writer for alterniq inspired growth.
