I’m a survivor!
by Toronto Training and HR
September 2013
CONTENTS
5-6 Definitions
7-8 Work behaviour components
9-12 Typical scenarios
13-14 Strategies
15-17 Emotions
18-21 Forms ...
Page 3
Introduction
Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consul...
Page 5
Definitions
Definitions
• Survivor syndrome
• Rightsizing
• Downsizing
• Restructuring
• Rationalization
• Retrenchment
• LIFO
• FIFO
...
Page 7
Work behaviour
components
Work behaviour components
• Lack of productivity and
sabotage
• Intention for flight
• Motivation
Page 8
Page 9
Typical scenarios
Typical scenarios 1 of 3
• Lowered productivity
• Fatigue and tiredness
• Reduced levels of employee
engagement
• Higher r...
Typical scenarios 2 of 3
• Drinking alcohol or smoking
• Withdrawal from team-based
activities
• Focusing all of one's att...
Typical scenarios 3 of 3
• Communication difficulties
• Feelings of injustice, distrust
and often anger towards the
organi...
Page 13
Strategies
Strategies
• Push or stopping
• Pull or detachment
Page 14
Page 15
Emotions
Emotions 1 of 2
• Theoretical frameworks
• Basic emotions
• Positive and negative emotions
• Employee emotions during
orga...
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
•...
Forms of loss 2 of 3
THEORIES
• Psychodynamic theory
• Attachment theory
• Task theory
• Social learning theory
• Cognitiv...
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 ...
Page 24
The organizational re-
design process
The organizational re-design
process
• Define key principles
• Review programs and activities
• Re-design structures and
p...
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 an...
Downsizing 3 of 5
DECISION TO DOWNSIZE
• Cost reduction
• Productivity improvement
• Responding to competitive
threats
• C...
Downsizing 4 of 5
WAS IT FAIR?
• Whether it was justified
• Whether it was consistent with
corporate culture
• Whether man...
Downsizing 5 of 5
WAS IT FAIR? (CONTINUED)
• Extent to which terminated
employees were taken care of
• Extent to which emp...
Page 32
Alternatives to downsizing
Alternatives to downsizing 1 of 2
• Hiring linking to vision
• Cross training
• Succession planning
• Redeployment within ...
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
p...
Layoffs 2 of 3
• try to do all the cuts at the same time
and provide a ‘soft landing’ ideally
• if possible tell survivors...
Layoffs 3 of 3
• develop success criteria – as well as
identifying objectives linked to the
layoffs, ensure that targets b...
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 rehi...
The costs of layoffs 2 of 2
• Workplace violence from
aggrieved employees or former
employees
• Loss of institutional memo...
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 m...
What can I say? 2 of 2
MANAGERS
• Be open and honest about your
feelings
• Demonstrate personal empathy
• Respect individu...
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 man...
What can I do? 2 of 3
RESPONDING TO SURVIVORS
• Treatment of survivors
• Ignoring and distancing
• Managers and organizati...
What can I do? 3 of 3
SCOPE FOR IMPROVEMENT
• Trust in management
• Levels of employee
engagement
• Productivity
• Stress ...
Page 49
Conclusion and questions
Page 50
Conclusion and questions
Summary
Videos
Questions
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I'm a survivor! September 2013

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Half day open training event on survivor syndrome held in Toronto, Ontario

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I'm a survivor! September 2013

  1. 1. I’m a survivor! by Toronto Training and HR September 2013
  2. 2. CONTENTS 5-6 Definitions 7-8 Work behaviour components 9-12 Typical scenarios 13-14 Strategies 15-17 Emotions 18-21 Forms of loss 22-23 Justice in the workplace 24-25 The organizational re-design process 26-31 Downsizing 32-34 Alternatives to downsizing 35-38 Layoffs 39-41 The costs of layoffs 42-44 What can I say? 45-48 What can I do? 49-50 Conclusion and questions Page 2
  3. 3. Page 3 Introduction
  4. 4. 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 banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery Reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  5. 5. Page 5 Definitions
  6. 6. Definitions • Survivor syndrome • Rightsizing • Downsizing • Restructuring • Rationalization • Retrenchment • LIFO • FIFO Page 6
  7. 7. Page 7 Work behaviour components
  8. 8. Work behaviour components • Lack of productivity and sabotage • Intention for flight • Motivation Page 8
  9. 9. Page 9 Typical scenarios
  10. 10. 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 gossip Page 10
  11. 11. 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 sluggishness Page 11
  12. 12. 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 employment Page 12
  13. 13. Page 13 Strategies
  14. 14. Strategies • Push or stopping • Pull or detachment Page 14
  15. 15. Page 15 Emotions
  16. 16. Emotions 1 of 2 • Theoretical frameworks • Basic emotions • Positive and negative emotions • Employee emotions during organizational change • Emotions and change • Organizational perceptions of emotions Page 8
  17. 17. Emotions 2 of 2 • Traditional approach • Alternative approach Page 17
  18. 18. Page 18 Forms of loss
  19. 19. 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
  20. 20. 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
  21. 21. Forms of loss 3 of 3 • Stages of grieving • Sense of justice and supervisory support • Dealing with loss Page 21
  22. 22. Page 22 Justice in the workplace
  23. 23. Justice in the workplace • Types of justice • Equity theory • Organizational justice theory • Downsizing and justice Page 23
  24. 24. Page 24 The organizational re- design process
  25. 25. 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
  26. 26. Page 26 Downsizing
  27. 27. Downsizing 1 of 5 PERCEPTIONS • Financially effective • Inevitable • Liberating Page 27
  28. 28. 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
  29. 29. 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
  30. 30. 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
  31. 31. 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
  32. 32. Page 32 Alternatives to downsizing
  33. 33. 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
  34. 34. Alternatives to downsizing 2 of 2 • Attrition • Alternative placement • Leave of absence • Employee buy-outs Page 34
  35. 35. Page 35 Layoffs
  36. 36. 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 respect Page 36
  37. 37. 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
  38. 38. 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
  39. 39. Page 39 The costs of layoffs
  40. 40. 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
  41. 41. 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
  42. 42. Page 42 What can I say?
  43. 43. 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
  44. 44. 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 channels Page 44
  45. 45. Page 45 What can I do?
  46. 46. 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
  47. 47. 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
  48. 48. What can I do? 3 of 3 SCOPE FOR IMPROVEMENT • Trust in management • Levels of employee engagement • Productivity • Stress levels Page 48
  49. 49. Page 49 Conclusion and questions
  50. 50. Page 50 Conclusion and questions Summary Videos Questions
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