May 2008

 

Staff have been notified that their position is going away, but not yet! They must remain onboard in this uncomfortable employment nether land until the announced, scheduled departure date. Everyone is feeling the uncertainty of having some people staying who are actually leaving, while those who remain are working through their own anxiety. Can leaders and managers actually make a difference in these situations, or is it prudent to just live with the frustration until the people and the problem go away?

In our experience, leaders significantly influence how these delayed staff departures are received by both the leaving and the staying employees. Here's what they do that works.

• Become the trusted messenger. Successful leaders are proactive about communicating what is going on to the entire workforce. They provide the facts, reflect corporate values in decisions, and increase their visibility during times of significant transition.
• Recognize the retention value of attractive severance and outplacement packages. Adequately supporting transitioning staff, whose leaving has been announced, serves to retain the commitment and cooperation of those who remain in the organization. Organizations who under-invest in supporting a layoff may find their best talent leaving the organization or, worse yet, continuing to work with eroded levels of trust and commitment.
• Provide immediate support to focus both departing and remaining staff on realistic, short-term objectives. The sooner everyone starts focusing on the new normal the better the transition goes. Providing career-transition workshops and a punch list of what needs to be wrapped up on the job helps transitioning staff focus. Change-management training and collaborative workload redistribution keeps remaining staff moving in the right direction.
• Embrace the detractors and the loners. Both of these groups are critical to engage during a transition. Detractors are often negatively charged toward the organization before the layoff. They will not be silenced but can often become less resistant if given a platform and a hearing for their concerns. Loners often internalize their financial fears and future anxieties out of protection. Engaging them in a supportive way may provide helpful perspective and avoid strong reactions later.

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How an organization emerges from these delayed layoff events is directly related to leadership visibility and engagement. Having a plan of action for communicating to everyone, a strategy for encouraging self-management, and a willingness to respectfully address staff on the fringe goes a long way in sustaining morale and commitment.  Leadership always makes the difference when uncertainty and necessity collide.

Call us, we can help.

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