Survivor syndrome & survivor guilt; looking after the people left behind<br />by Toronto Training and HR <br />March 2011<...
Contents<br />3-4 Introduction to Toronto 			Training and 	HR<br />	5-6	Definition<br />	7-8	Drill<br />	9-14	Planning and...
Page 3<br />Introduction<br />
Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resourc...
Training course delivery</li></ul>-  Reducing costs<br /><ul><li>Saving time
Improving employee engagement & morale
Services for job seekers</li></li></ul><li>Page 5<br />Definition<br />
Page 6<br />Definition<br />What is survivor syndrome?<br />
Page 7<br />Drill<br />
Page 8<br />Drill<br />
Page 9<br />Planning and communicating<br />
Page 10<br />Planning and communicating 1 of 5<br />PLANNING; PAY ATTENTION TO…<br />Awareness of current economic climate...
Page 11<br />Planning and communicating 2 of 5<br />COMMUNICATING; KEY STEPS…<br />Giving advance notification of reasons ...
Page 12<br />Planning and communicating 3 of 5<br />COMMUNICATING; KEY STEPS…<br />Communicating provisions made for those...
Page 13<br />Planning and communicating 4 of 5<br />REALISTIC DOWNSIZING PREVIEWS-ALL<br />Ensure that employees understan...
Page 14<br />Planning and communicating 5 of 5<br />REALISTIC DOWNSIZING PREVIEWS-TERMINATED EMPLOYEES<br />Provide greate...
Page 15<br />Downsizing<br />
Page 16<br />Downsizing 1 of 12<br />REASONS FOR DOWNSIZING<br />Restructuring<br />Delayering<br />Changing organizationa...
Page 17<br />Downsizing 2 of 12<br />MOTIVATORS<br />Cost reduction<br />Productivity improvement<br />Responding to compe...
Page 18<br />Downsizing 3 of 12<br />ADVERSE EFFECTS<br />Decrease in morale<br />Increase in absenteeism<br />Reduction i...
Page 19<br />Downsizing 4 of 12<br />SURVIVOR SYMPTOMS<br />Fear, insecurity and uncertainty<br />Frustration, anger and r...
Page 20<br />Downsizing 5 of 12<br />ORGANIZATIONAL OUTCOMES<br />Decreased morale<br />Reduced motivation<br />Reduced en...
Page 21<br />Downsizing 6 of 12<br />ISSUES TO BE CONSIDERED<br />Define and analyze the organization’s competitive positi...
Page 22<br />Downsizing 7 of 12<br />STRATEGIES TO ADOPT<br />Recognize it will be painful<br />Remain objective<br />Have...
Page 23<br />Downsizing 8 of 12<br />GIVING BAD NEWS-ERRORS TO AVOID<br />Being cold and abrupt<br />Being woolly or vague...
Page 24<br />Downsizing 9 of 12<br />BEFORE<br />Prepare<br />Consider location<br />Privacy<br />Be well informed about p...
Page 25<br />Downsizing 10 of 12<br />DURING<br />Be observant<br />Pay attention<br />Speak slowly and clearly<br />Avoid...
Page 26<br />Downsizing 11 of 12<br />AFTER<br />Don’t end meeting abruptly<br />Ask again for questions<br />Offer any ad...
Page 27<br />Downsizing 12 of 12<br />THE ROLE OF DOWNSIZING AGENTS (DAs)<br />Get involved in decision-making about the d...
Page 28<br />What can HR do?<br />
Page 29<br />What can HR do? 1 of 2<br />Explain to remaining employees their importance to the organization<br />Coaching...
Page 30<br />What can HR do? 2 of 2<br />Having a strategic role in the organization<br />Developing the HR vision and mis...
Page 31<br />Reactions of survivors<br />
Page 32<br />Reactions of survivors 1 of 3<br />EMOTIONAL CLUSTERSAnger over lay-off process<br />Depression and fatigue<b...
Page 33<br />Reactions of survivors 2 of 3<br />Fearful<br />Task-focused<br />Defensive<br />Sense of loss<br />Let down<...
Page 34<br />Reactions of survivors 3 of 3<br />Attitudes of survivors<br />Performance of survivors<br />Expectations of ...
Page 35<br />Stages of the process<br />
Page 36<br />Stages of the process 1 of 2<br />SURVIVORS<br />Whew! I made the cut<br />I have to do all this work<br />Th...
Page 37<br />Stages of the process 2 of 2<br />TRANSITION<br />Initial shock<br />Minimizing/denial<br />Loss of confidenc...
Page 38<br />Minimizing the impact of survivor syndrome<br />
Page 39<br />Minimizing the impact of survivor syndrome 1 of 7<br />Awareness of the prevailing economic climate<br />Fair...
Page 40<br />Minimizing the impact of survivor syndrome 2 of 7<br />Communication of the reasons for and the process of th...
Page 41<br />Minimizing the impact of survivor syndrome 3 of 7<br />To improve trust in management:<br />make senior manag...
Page 42<br />Minimizing the impact of survivor syndrome 4 of 7<br />To improve productivity:<br />train supervisors in how...
Page 43<br />Minimizing the impact of survivor syndrome 5 of 7<br />REBUILDING WORK TEAMSGoing over new duties (Manager: W...
Page 44<br />Minimizing the impact of survivor syndrome 6 of 7<br />COMMUNICATION GUIDELINESRecognize and allow for the na...
Page 45<br />Minimizing the impact of survivor syndrome 7 of 7<br />KEEP EMPLOYEES ENGAGEDAcknowledge the loss<br />Don’t ...
Page 46<br />Case study A<br />
Page 47<br />Case study A  <br />
Page 48<br />Case study B<br />
Page 49<br />Case study B  <br />
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Survivor syndrome & survivor guilt; looking after the people left behind March 2011

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Half day interactive open workshop in Toronto on the concept of survivor syndrome, with particular emphasis on the impact following layoffs.

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Survivor syndrome & survivor guilt; looking after the people left behind March 2011

  1. 1. Survivor syndrome & survivor guilt; looking after the people left behind<br />by Toronto Training and HR <br />March 2011<br />
  2. 2. Contents<br />3-4 Introduction to Toronto Training and HR<br /> 5-6 Definition<br /> 7-8 Drill<br /> 9-14 Planning and communicating<br />15-27 Downsizing<br /> 28-30 What can HR do?<br /> 31-34 Reactions of survivors<br /> 35-37 Stages of the process<br />38-45 Minimizing the impact of survivor syndrome<br />46-49 Case studies<br />50-51 Conclusion and questions<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Definition<br />
  8. 8. Page 6<br />Definition<br />What is survivor syndrome?<br />
  9. 9. Page 7<br />Drill<br />
  10. 10. Page 8<br />Drill<br />
  11. 11. Page 9<br />Planning and communicating<br />
  12. 12. Page 10<br />Planning and communicating 1 of 5<br />PLANNING; PAY ATTENTION TO…<br />Awareness of current economic climate<br />Fair and appropriate selection processes<br />Transparency of processes<br />Strength and style of leadership<br />Evoking and maintaining trust in the organization<br />The value applied to those that leave and those that remain<br />
  13. 13. Page 11<br />Planning and communicating 2 of 5<br />COMMUNICATING; KEY STEPS…<br />Giving advance notification of reasons and processes<br />Being open and honest<br />Making senior management more accessible<br />Encouraging employee participation at all stages possible<br />Maintaining a consistent information flow<br />Ensuring fair and transparent selection processes<br />
  14. 14. Page 12<br />Planning and communicating 3 of 5<br />COMMUNICATING; KEY STEPS…<br />Communicating provisions made for those who leave to those that remain<br />Over-communicating, and beginning early<br />Giving Realistic Downsizing Previews<br />Paying particular attention to the needs of line managers, who will be coping with stresses/anxieties of their own and their team<br />Communicating, understanding and appreciation for those that remain<br />
  15. 15. Page 13<br />Planning and communicating 4 of 5<br />REALISTIC DOWNSIZING PREVIEWS-ALL<br />Ensure that employees understand the new employment contract<br />Provide tools for career self-management<br />Train managers to address needs of employees<br />Never provide inaccurate information<br />Provide information to employees with empathy<br />Help of ‘star employees’ and ‘opinion leaders’ should be sought<br />Over-communicate and communicate early<br />
  16. 16. Page 14<br />Planning and communicating 5 of 5<br />REALISTIC DOWNSIZING PREVIEWS-TERMINATED EMPLOYEES<br />Provide greatest possible amount of advance notification<br />REALISTIC DOWNSIZING PREVIEWS-SURVIVING EMPLOYEES<br />Ensure that survivors are aware the assistance provided to terminated employees<br />Attempt to reduce non-essential tasks from survivors’ workloads<br />
  17. 17. Page 15<br />Downsizing<br />
  18. 18. Page 16<br />Downsizing 1 of 12<br />REASONS FOR DOWNSIZING<br />Restructuring<br />Delayering<br />Changing organizational culture<br />Technology enhancements<br />Outsourcing<br />Lack of funding<br />Different competencies<br />Global competition<br />Multi-skilling<br />Merger or acquisition<br />
  19. 19. Page 17<br />Downsizing 2 of 12<br />MOTIVATORS<br />Cost reduction<br />Productivity improvement<br />Responding to competitive threats<br />Consolidation after a merger or acquisition<br />Increasing efficiency<br />
  20. 20. Page 18<br />Downsizing 3 of 12<br />ADVERSE EFFECTS<br />Decrease in morale<br />Increase in absenteeism<br />Reduction in job motivation<br />Reduced organizational commitment and employee engagement<br />Risk avoidance<br />Reduced speed of decision making<br />Decrease in productivity<br />Increased level of workplace stress<br />Greater task focus by managers<br />
  21. 21. Page 19<br />Downsizing 4 of 12<br />SURVIVOR SYMPTOMS<br />Fear, insecurity and uncertainty<br />Frustration, anger and resentment<br />Unfairness, betrayal and trust<br />
  22. 22. Page 20<br />Downsizing 5 of 12<br />ORGANIZATIONAL OUTCOMES<br />Decreased morale<br />Reduced motivation<br />Reduced engagement<br />Risk avoidance<br />Loss of productivity<br />
  23. 23. Page 21<br />Downsizing 6 of 12<br />ISSUES TO BE CONSIDERED<br />Define and analyze the organization’s competitive position<br />Determine the appropriate workforce structure to sustain competitive advantage<br />Conduct a skills need analysis<br />Match existing skills of the current workforce to skill sets needed<br />Evaluate the current HR practices<br />Identify critical HR areas of concern<br />Determine alternatives to address key HR issues<br />Appropriately consider the positive and negative outcomes of the alternative <br />
  24. 24. Page 22<br />Downsizing 7 of 12<br />STRATEGIES TO ADOPT<br />Recognize it will be painful<br />Remain objective<br />Have a well thought-out plan<br />Come to a consensus<br />Treat employees with respect<br />Offer as much support as possible<br />Communicate clearly and honestly<br />Ensure resilience<br />Look to the future<br />Re-recruit remaining people<br />
  25. 25. Page 23<br />Downsizing 8 of 12<br />GIVING BAD NEWS-ERRORS TO AVOID<br />Being cold and abrupt<br />Being woolly or vague<br />Using complicated language <br />Using position of authority<br />
  26. 26. Page 24<br />Downsizing 9 of 12<br />BEFORE<br />Prepare<br />Consider location<br />Privacy<br />Be well informed about process/able to answer questions<br />What support is on offer, contacts etc.<br />Provide everything in writing<br />
  27. 27. Page 25<br />Downsizing 10 of 12<br />DURING<br />Be observant<br />Pay attention<br />Speak slowly and clearly<br />Avoid jargon<br />Prepare opening statement after greeting<br />Don’t delay but don’t rush either<br />Be prepared for questions you will find hard to deal with<br />Be respectful<br />Information not catastrophe<br />
  28. 28. Page 26<br />Downsizing 11 of 12<br />AFTER<br />Don’t end meeting abruptly<br />Ask again for questions<br />Offer any addition information<br />Summarize<br />Ensure if needed time out or somewhere to sit<br />Forum for follow up<br />
  29. 29. Page 27<br />Downsizing 12 of 12<br />THE ROLE OF DOWNSIZING AGENTS (DAs)<br />Get involved in decision-making about the downsizing process whenever possible, so they have the information needed to counsel departing employees and survivors<br />Have opportunities and resources to debrief other DAs, so strategies can be shared for managing through the layoffs, which could include peer associations<br />Make use of stress-management initiatives and discuss their experiences openly, so they can interact with other survivors in healthier and more positive situations<br />
  30. 30. Page 28<br />What can HR do?<br />
  31. 31. Page 29<br />What can HR do? 1 of 2<br />Explain to remaining employees their importance to the organization<br />Coaching can help people to redefine their value to the reshaped organization<br />Managers should ask their teams to air their concerns and communicate fully with them<br />Demonstrate how everyone fits into the business’s overall structure<br />Find creative ways to help employees bond with each other again<br />Encourage people to look after themselves to reduce stress<br />
  32. 32. Page 30<br />What can HR do? 2 of 2<br />Having a strategic role in the organization<br />Developing the HR vision and mission<br />Measuring the effectiveness of HR policies and practices<br />Providing leadership during change<br />Facilitating the change process<br />Being accessible<br />Ensuring fair and legal implementation of procedures<br />Being responsive to business needs<br />
  33. 33. Page 31<br />Reactions of survivors<br />
  34. 34. Page 32<br />Reactions of survivors 1 of 3<br />EMOTIONAL CLUSTERSAnger over lay-off process<br />Depression and fatigue<br />Dissatisfaction with planning and communication<br />Distrust and betrayal<br />Job insecurity<br />Lack of management credibility<br />Lack of strategic direction<br />Risk aversion and reduced morale<br />Short-term profit orientation<br />Unfairness<br />
  35. 35. Page 33<br />Reactions of survivors 2 of 3<br />Fearful<br />Task-focused<br />Defensive<br />Sense of loss<br />Let down<br />Angry<br />Bitter<br />Trapped<br />Guilty<br />
  36. 36. Page 34<br />Reactions of survivors 3 of 3<br />Attitudes of survivors<br />Performance of survivors<br />Expectations of survivors<br />
  37. 37. Page 35<br />Stages of the process<br />
  38. 38. Page 36<br />Stages of the process 1 of 2<br />SURVIVORS<br />Whew! I made the cut<br />I have to do all this work<br />They don’t appreciate me<br />
  39. 39. Page 37<br />Stages of the process 2 of 2<br />TRANSITION<br />Initial shock<br />Minimizing/denial<br />Loss of confidence<br />Confusion/depression<br />Crisis<br />Recovery<br />Renewed confidence<br />
  40. 40. Page 38<br />Minimizing the impact of survivor syndrome<br />
  41. 41. Page 39<br />Minimizing the impact of survivor syndrome 1 of 7<br />Awareness of the prevailing economic climate<br />Fair and appropriate selection of those laid off<br />Awareness of the level of managerial trust in the organization<br />Processes conducted by strong leadership<br />Values applied to employees who remain with the organization<br />
  42. 42. Page 40<br />Minimizing the impact of survivor syndrome 2 of 7<br />Communication of the reasons for and the process of the downsizing decision<br />Open and fair treatment for all who are released from the workforce<br />Organization-wide help groups for all<br />Management and/or union involvement<br />Information given on the future of the organization<br />Active consideration given to the changes in the life of the survivor in respect of environment, workload and daily life<br />
  43. 43. Page 41<br />Minimizing the impact of survivor syndrome 3 of 7<br />To improve trust in management:<br />make senior management more visible<br />explain reasons for downsizing<br />explain criteria used to decide who was terminated<br />To improve morale:<br />provide many opportunities for employees<br />to have questions answered<br />communicate as specifically as possible the future mission of the organization<br />let survivors know how terminated employees are being supported<br />
  44. 44. Page 42<br />Minimizing the impact of survivor syndrome 4 of 7<br />To improve productivity:<br />train supervisors in how to motivate and manage survivors<br />help survivors determine how to handle<br />increased workload<br />To improve stress levels:<br />train survivors how to manage change and transition<br />
  45. 45. Page 43<br />Minimizing the impact of survivor syndrome 5 of 7<br />REBUILDING WORK TEAMSGoing over new duties (Manager: We will need you to assume _____ responsibilities)<br />Re-establishing trust (Manager: I understand that workers are anxious and insecure – let me assure you that you are a valued employee)<br />Focusing on the future (Manager: We had to<br />let XX go or jeopardize the company’s long-term<br />finances – but in so doing we are looking at taking<br />YY positive steps this year).<br />
  46. 46. Page 44<br />Minimizing the impact of survivor syndrome 6 of 7<br />COMMUNICATION GUIDELINESRecognize and allow for the natural reaction<br />of employees<br />Realize that for many people the grief they’re<br />experiencing is very real<br />Maintain open lines of communication<br />Management must empower employees<br />Lead the organization beyond the challenge<br />
  47. 47. Page 45<br />Minimizing the impact of survivor syndrome 7 of 7<br />KEEP EMPLOYEES ENGAGEDAcknowledge the loss<br />Don’t take the attitude “they should just be happy to have a job”<br />Communicate early and often<br />Continue employee development<br />Build your bench strength<br />Continue to give performance appraisals<br />Ensure that communication is two-way<br />Make employees an integral part of the turnaround plan<br />Do whatever it takes to maintain the company culture <br />
  48. 48. Page 46<br />Case study A<br />
  49. 49. Page 47<br />Case study A <br />
  50. 50. Page 48<br />Case study B<br />
  51. 51. Page 49<br />Case study B <br />
  52. 52. Page 50<br />Conclusion & Questions<br />
  53. 53. Page 51<br />Conclusion<br />Summary<br />Questions<br />
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