i'm a survivor! september 2013
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I’m a survivor!
by Toronto Training and HR
September 2013
Page 2
CONTENTS5-6 Definitions
7-8 Work behaviour components9-12 Typical scenarios13-14 Strategies15-17 Emotions18-21 Forms of loss22-23 Justice in the workplace24-25 The organizational re-design process26-31 Downsizing32-34 Alternatives to downsizing35-38 Layoffs39-41 The costs of layoffs42-44 What can I say?45-48 What can I do?49-50 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Definitions
Page 6
Definitions• Survivor syndrome• Rightsizing• Downsizing• Restructuring• Rationalization• Retrenchment• LIFO• FIFO
Page 7
Work behaviour components
Page 8
Work behaviour components
• Lack of productivity and sabotage
• Intention for flight• Motivation
Page 9
Typical scenarios
Typical scenarios 1 of 3• Lowered productivity• Fatigue and tiredness • Reduced levels of
employee engagement• Higher rates of sickness
absence including stress-related health issues
• Decline in customer service• Apprehension about the
future• Excessive spreading of
rumours and gossipPage 10
Typical scenarios 2 of 3• Drinking alcohol or
smoking • Withdrawal from team-
based activities• Focusing all of one's
attention on "flight" or "getting out" of the situation, instead of focusing on work done
• Diminished creativity and innovation
• Insecurity, anxiety and fear• Resignation and
sluggishnessPage 11
Typical scenarios 3 of 3• Communication difficulties• Feelings of injustice,
distrust and often anger towards the organization
• Observation that optimism is not an attitude that squares with the organization’s overriding values
• Competitive and very divisive atmosphere
• Resistance to change• Intention to leave
employmentPage 12
Page 13
Strategies
Strategies
• Push or stopping• Pull or detachment
Page 14
Page 15
Emotions
Page 8
Emotions 1 of 2
• Theoretical frameworks• Basic emotions• Positive and negative
emotions• Employee emotions during
organizational change• Emotions and change• Organizational perceptions
of emotions
Emotions 2 of 2
• Traditional approach• Alternative approach
Page 17
Page 18
Forms of loss
Forms of loss 1 of 3
• Loss of security and support
• Loss of control• Loss of positive outlook• Loss of self-efficacy• Loss of territory• Loss of identity• Loss of perceived
competence• Loss of relationships• Loss of justice and truth
Page 19
Forms of loss 2 of 3
THEORIES• Psychodynamic theory• Attachment theory• Task theory• Social learning theory• Cognitive behavioural
theory• Constructivist theory• Transition theory
Page 20
Forms of loss 3 of 3
• Stages of grieving• Sense of justice and
supervisory support• Dealing with loss
Page 21
Page 22
Justice in the workplace
Justice in the workplace
• Types of justice• Equity theory• Organizational justice
theory• Downsizing and justice
Page 23
Page 24
The organizational re-design process
The organizational re-design process
• Define key principles• Review programs and
activities• Re-design structures and
processes• Review roles and functions• Align decisions in planning
and strategies
Page 25
Page 26
Downsizing
Downsizing 1 of 5
PERCEPTIONS• Financially effective• Inevitable• Liberating
Page 27
Downsizing 2 of 5
IDENTIFYING EXCESS POSITIONS• Assess current
organizational structure• Pinpoint surplus individuals
and overlap• Determine optimal
organizational structure• Highlight excess positions in
the organizational structure
Page 28
Downsizing 3 of 5
DECISION TO DOWNSIZE• Cost reduction• Productivity improvement• Responding to competitive
threats• Consolidation after a
merger or acquisition• Increasing efficiency
Page 29
Downsizing 4 of 5
WAS IT FAIR?• Whether it was justified• Whether it was consistent with
corporate culture• Whether management
provided ample advanced notice
• Whether management provided adequate explanations
• Whether senior managerial levels were also affected
Page 30
Downsizing 5 of 5
WAS IT FAIR? (CONTINUED)• Extent to which terminated
employees were taken care of• Extent to which employees
were involved in the downsizing process
Page 31
Page 32
Alternatives to downsizing
Alternatives to downsizing 1 of 2
• Hiring linking to vision• Cross training• Succession planning• Redeployment within the
organization• Employee buy-out• Comprehensive savings• Reduced hours• Lower salaries
Page 33
Alternatives to downsizing 2 of 2
• Attrition• Alternative placement• Leave of absence• Employee buy-outs
Page 34
Page 35
Layoffs
Layoffs 1 of 3
• develop an effective communication strategy which is ongoing and consistent with as much information as possible
• plan the layoff process so that it is – and is seen to be – fair, objective and transparent
• treat those employees at risk of losing their jobs, are treated with compassion and respectPage 36
Layoffs 2 of 3• try to do all the cuts at the same
time and provide a ‘soft landing’ ideally
• if possible tell survivors how the decisions were made
• make sure that the survivors know that you understand they may experience problems after the restructuring, and that they will be given practical assistance after the layoffs have taken place
• be as open and honest with employees as possible to foster trust
Page 37
Layoffs 3 of 3
• develop success criteria – as well as identifying objectives linked to the layoffs, ensure that targets based on the remaining workforce are developed-one measure of a successful layoff exercise lies in the number of survivors who subsequently remain (rather than resign) and who continue to be motivated and perform at their previous level of competence
Page 38
Page 39
The costs of layoffs
The costs of layoffs 1 of 2
• Severance pay• Paying out accrued
vacation and sick pay• Outplacement costs• Cost of rehiring employees
in the future• Low morale and risk-
adverse survivors• Potential lawsuits• Sabotage
Page 40
The costs of layoffs 2 of 2
• Workplace violence from aggrieved employees or former employees
• Loss of institutional memory and knowledge
• Diminished trust in management
• Reduced productivity
Page 41
Page 42
What can I say?
What can I say? 1 of 2
CO-WORKERS• Sad to hear about it• Display empathy• Offer to help in any way• Listen• Not too many questions• Let them guide the
discussion
Page 43
What can I say? 2 of 2
MANAGERS• Be open and honest about
your feelings• Demonstrate personal
empathy• Respect individualism• Prepare and distribute
question and answer documents
• Shift focus to the future• Offer visible support• Apply multiple
communication channelsPage 44
Page 45
What can I do?
What can I do? 1 of 3
• Thorough, two-way consultation with a clear vision of a brighter future
• Practical support in managing workloads
• Support in skill development to equip staff for new ways of working
• Involvement in change programs
Page 46
What can I do? 2 of 3
RESPONDING TO SURVIVORS• Treatment of survivors• Ignoring and distancing• Managers and
organizational silence• Underestimating the
survivor loss
Page 47
What can I do? 3 of 3
SCOPE FOR IMPROVEMENT• Trust in management• Levels of employee
engagement• Productivity• Stress levels
Page 48
Page 49
Conclusion and questions
Page 50
Conclusion and questions
SummaryVideosQuestions
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