If your firm has downsized recently, you’re now managing a bunch of survivors—the lucky ones who didn’t get laid off. But good fortune doesn’t make for good performance—at least not in this situation. Chances are, you’re presiding over a heightened level of employee dysfunction, even if you don’t see it yet. Here are areas to address to limit the damage, according to our research and influential studies by others, including Teresa Amabile of Harvard, Regina Conti of Colgate, Wayne Cascio of the University of Colorado, Joel Brockner of Columbia, and Priti Pradhan Shah of the University of Minnesota.
After Layoffs, Help Survivors Be More Effective
If your firm has downsized recently, you’re now managing a bunch of survivors—the lucky ones who didn’t get laid off. But good fortune doesn’t make for good performance—at least not in this situation. Chances are, you’re presiding over a heightened level of employee dysfunction, even if you don’t see it yet. Here are areas to […]
Summary.
Layoffs can be hard on everyone in your organization. In this piece, the authors offer several strategies for managers tasked with supporting the survivors: First, stimulate creativity in your team. Next, encourage communication between leaders and employees. In addition, manage people’s perceptions around the causes behind the downsizing and potential turnover rates going forward. Finally, pay special attention to your star players. Downsizing is never easy, but with these simple tips, you can set up the remainder of your organization for success.
A version of this article appeared in the June 2009 issue of Harvard Business Review.