A major player in the technology sector, this company was facing a restructuring triggered by an acquisition. From the moment the deal was announced, employees knew layoffs were likely.
However, the deal was complex and legally precarious, which prevented the company from revealing too much about exactly how its employees would be affected.
When the deal was finally done, and layoff notices were circulated, the unaffected employees were obviously relieved. But they were also deeply unsettled. They had lost co-workers and, in some instances, friends. Some had to take on new roles and responsibilities that involved increased workloads. Some leaders were asked to take lower-level positions and pay to keep their jobs.
All in all, not the kind of environment where EX can thrive.
EX can mean many things to different people, but increasingly good employers use the acronym to describe the sum total of all the programs and policies in place to drive engagement and retention. EX encapsulates the full employee lifecycle, from effective onboarding to career development and performance reviews.
Is there a way to mitigate the impact of layoffs on EX? In all honesty, probably not. However, EX can survive if leaders are committed to ensuring the best possible flow of information through all stages: pre-downsizing; transition; and post-layoff.
One thing is certain: if your EX is inadequate , you’ll find it difficult to win back the trust and engagement of layoff survivors following the stress that accompanies a downsizing.
Making EX a central focus of restructuring plans can help prepare leaders for two main categories of communication post-layoff: messages that come from the head; and those that come from the heart.
Following layoffs, leaders play a significant role in the flow of accurate information and combating the rumor mill. Teams need to see and hear from their leaders on a consistent basis.
Leaders represent organizations and need to personally own everything they say about disruptive change. Ultimately, people won’t respect leaders if they try to blame the organization and avoid personal responsibility.
While sharing information, leaders need to be as honest as possible. How? Don’t avoid sensitive topics, soft-peddle bad news, or make statements or promises that are not 100% locked down.
Reinforce that some of the consequences of change are beyond everyone’s control. Be crystal clear about expectations around performance. Assess the state of mind of your team and determine what support they need to be fully engaged going forward.
Leaders should not read scripted answers or communicate solely through email or video chats. Face to face is best. That may be difficult with hybrid workers, but it’s important to create opportunities for in-person interaction as much as possible.
Listening skills are essential for good leadership. In the wake of layoffs, leaders must actively listen to what their teams are saying to get a better picture of how they’re feeling.
Layoff survivors are processing a lot of emotion. Good leaders create the psychological safety that people need to face challenges and to keep potential aspirations and career objectives in mind. Emphasizing future career opportunities can be a good way to divert attention from recent disruptions.
It is the key to driving better engagement, retention, and performance over the long haul.
However, any form of downsizing can derail even the best EX strategies. Use these seismic moments to connect with your leaders and discuss the ways you can improve EX to help get everyone back on track.
Exposed: How Good (Or Bad) Is Your Employee Experience
Beyond Assumptions: How Leaders Shape Employee Experience
How Employee Experience Drives Hybrid Workforce Excellence
Onboard with Trust: Employee Experience During the First 90 Days