Motivating the Survivors of a Downsizing
One year you can't hire employees fast enough, and the next year you can't see them go
fast enough. Similar to a pendulum swinging, companies go through hiring and layoff
swings over the course of their existence.
It now appears that the pendulum is swinging to the layoff side for many Internet
and non-Internet based companies. Last month alone (March, 2001), Disney announced
that they plan to slash 4,000 jobs, Procter and Gamble announced 9,600 layoffs, and
Delphi Automotive Systems announced that they plan to cut 11,500 jobs. In February 2001, the U.S. Department of Labor
tallied up 1,501 mass layoffs of 50 or more employees.
Following a layoff, supervisors must be aware that employees need to be motivated
differently during a downsizing period versus a growth or hiring period. A supervisor
who attempts to motivate his/her employees, during a downsizing, as if the company
where in a growth (hiring) phase will only deteriorate their employees already poor
morale.
Survivors of a layoff are frequently left with as many negative emotions and beliefs
as those who were laid-off. However, many supervisors have the mistaken belief that
surviving employees should feel grateful that they didn't lose their jobs; in reality,
just the opposite emotions occur in most surviving employees. Surviving employees
usually transition through a number of negative emotions and negative beliefs about
work, management, and the company overall. Some of the negative emotions that can
develop in surviving employees include confusion, anxiety, stress, victimization,
grief, mistrust, apathy, and hostility. The resulting negative beliefs that can
develop following a downsizing include, employees believing that their jobs are not
secure, that the company has lost its direction and vision, and that the organization
does not care about its employees.
Imagine how you would feel following a downsizing if you questioned whether your
employer was telling you the whole truth about their future plans. Most likely you
will not be very motivated as you go through the motions of work, and what once
motivated you in the past, at work, will not likely continue to be effective as a
motivator following the downsizing.
In order to motivate surviving employees, supervisors need to grasp the understanding
that a period of rebuilding will need to occur before past motivators will work
again to motivate employees. Following a downsizing, supervisors should spend time
focusing on rebuilding their employees' attitudes and emotions back to where they
were during the last growth (hiring) phase in the organization.
1.) The best way to correct negative beliefs, resulting from a downsizing, is to
provide employees with frequent, truthful, and direct communication. Prior to a
corporate downsizing, communications within an organization are usually secretive,
restrictive, and minimal. The resulting secretive communication leads to employees
developing beliefs that are suspicious of future communications. Therefore, after
a downsizing has occurred, company communication should become more frequent
and direct in order to help employees recover from their suspicious beliefs and
mistrustful emotions. If future layoffs may occur, it's best to be honest and
tell the employees about it directly versus through the rumor mill.
2.) The best way to correct negative emotions, resulting from a downsizing, is
with empathy and positive emotions. During the first two to three weeks following
a downsizing, a supervisor should focus on being empathetic with his/her employees'
emotions. (Empathy: the ability to understand another's emotions, without attempting
to stop or alter those emotions.) After two to three weeks of displaying empathy,
it's time for the supervisor to start countering negative emotions with positive
emotions and negative beliefs with truthful and hopeful beliefs.
The positive emotions that a supervisor should start to role model include optimism,
hopefulness, and a trust in the organization. The supervisors and the other leaders
within the organization should display these positive emotions while at work.
When an employee is encountered who is negative, it is time to share with that
employee why you are feeling positive. Do not allow an employee to share with you
why he/she has negative emotions. Since you have already done this during the
empathy stage, it is not necessary to allow the employee to re-share why he/she
has negative emotions.
For example, an employee is encountered who says, "Why work hard when I will
probably be next to be laid-off?" A supervisor can correct this employee's
emotion of hopelessness, and his negative belief about future layoffs by simply
stating why he or she feels and is thinking positive. The supervisor would say,
"I believe that the company is not planning additional layoffs because I heard
it directly from the CEO himself." "I am feeling hopeful that with the last
round of layoffs the company will be able to meet its goals, and when the company
meets its goals my goals should be met as well."
3.) Other factors to focus on during the rebuilding stage, following a downsizing,
include rejuvenating teams, developing a fair system to redistribute work, and
identify new leaders within your organization who can be mentored.
Happy Working,
Gary Vikesland, MA LP CEAP
Employer-Employee.com
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