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Uploaded byPaul Cogswell, JD, CFE, CPP
PCPIPWPV
This document discusses how to handle employee productivity improvement projects and layoffs in a way that minimizes negative reactions and potential for violence. It emphasizes anticipating a range of emotional responses, from denial and anger to depression and desperation. Key steps include identifying employees at high risk, recognizing "red flags" like threats or access to weapons, providing support resources, treating all employees with dignity, and clearly communicating the rationale for changes in a fair and equitable manner. The goal is to guide employees through the emotional stages of job loss and redirect them in a positive manner.
PCPIPWPV
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- 2. Productivity Improvement Process Topics for Discussion: Understandingthe Behavioral Implications Anticipating Possible Reactions Recognizing “Red-Flags” of Potential Violence
- 3. Productivity Improvement Projects Handling Redirection Projects: EmployeePerception is Reality PPPP (Prior Planning Prevents Poor Performance) Approach to Project Determines Outcome
- 4. Hello!! • My nameis Paul Cogswell. I am the Director of Corporate Investigations for Sears, Roebuck and Co. • Write 5 items which would introduce you to me.
- 5. Hello!! • Write 5items…. • What you wrote was determined by: – the setting – the purpose – our relationship – your view of self • Father of 3, husband employed by Sears
- 6. Unfulfilled Dreams Can youimagine …. • Telling your spouse and children …. – Retirement must be postponed? – There is no health insurance coverage for an existing serious illness? – Second jobs all around? – Must Consolidate Residences? – Education plans must be cancelled?
- 7. What if …... •Your company unexpectedly terminated your services, what emotions would you experience?
- 8. What if …... •Elation, joy, thankful • Denial • Grief • Anger, resentment, outrage • Grief • Failure, Humiliation • Betrayal, distrust • Rejection • Desperation, frightened • Hopelessness, vulnerable • Depression, suicidal
- 9. What if …... •Consideration of “Security Concerns” is a must ….. • Who might – Sabotage – Steal – Leak • May not be the person leaving
- 10. What if …... •Why would the reactions vary? – Age – Skill levels – Tenure – Life Position • Personal • Financial • Family
- 11. DENIAL Emotions Will MoveWith Time Acceptance Move On Depression Blame Tendency To Violence 0
- 12. What if …... •Reactions to termination will move with time!!! –May mellow or intensify over short and / or long term –May begin with anger and migrate to acceptance –May begin with denial and migrate to desperation, depression, suicide
- 13. What if …... •Expect outbursts –Not unhealthy –May “feel” abusive • It is “normal” • “Handling” will likely determine if “bitter pill” and / or “physical threat -- security threat”
- 14. What if …... •Hone “defusing” skills –Emotion Labeling -- “I hear, see, feel…..” –“I” message -- “I become concerned when you say…..” –Paraphrasing –Echoing
- 15. What if …... •“OK” to say “I understand” but not to say “OK” • Non-Verbal Agreement – Positive Eye Contact – Head nod – Lean forward • Feather Pillow -- One-sided Argument
- 16. Have You EverTried To Talk To Someone Who Is Under-The- Influence?
- 17. We respond to “shock” inone of two ways: 1. Emotionally 2. Rationally
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- 20. Changing Directions Displaced EmployeesNeed Emotional Support All Employees Have Different Reactions Some Employees Will be “Fragile”
- 21. Early Warning ConsistentLay-off Policies Severance Packages Effective Outplacement Services SUCCESSFUL Redirection “Positive” Message Fair as Possible
- 22. Redirection “Triage” Three Categories Letit soak in. Unreasonably angry. Accepting.
- 23. GOAL: Preserve thePerson’s and Self-Esteem Dignity
- 24. Anticipating the Reactions …Workers Generallygo Through Stages When Dealing with Job Loss!
- 25. Who To LookFor
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- 27. Denial At Loss C O P E V I C T I M ChartNew Growth Acceptance Grief Depression Desperation Violence
- 28. Denial At Loss C O P E V I C T I M ChartNew Growth Acceptance Grief Depression Desperation Violence anti-company ANTI-COMPANY
- 29. Denial At Loss C O P E V I C T I M ChartNew Growth Acceptance Grief Depression Desperation Violence Impact Generalized Impact Personalized
- 30. Denial At Loss C O P E V I C T I M ImpactGeneralized Impact Personalized Individual attention at start Less Personal Attention Individual attention at start Intensive attention Intervention
- 31. Denial At Loss C O P E V I C T I M Whichdirection will an individual employee take?
- 32. Denial At Loss C O P E V I C T I M Whichdirection will an individual employee take? It depends: 1. On individual strength and/or 2. Company redirection plan execution
- 33. Survivor Reactions! Anger Denial Isolation of Affect Over-reaction Oversensitive Demonize– Blame - Attribute Anticipating the Reactions
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- 35. Redirection: Can Often Cause Reduced Productivity Anger& Bitterness Lower Morale Increase in Sick Leave Lessened Employee Loyalty
- 36. Redirection: Can Often Cause PoorRelations With Public Anxiety & Stress “Survivor Guilt” (Are We Next?) Distrust of Managemen t Fear of Larger Reductions Next
- 37. Identify “High-Risk” Employees Those WhoHave Difficulty Adjusting to Change Multiple Family Members Losing Their Jobs Previously Laid Off “Brittle” Personalities (inflexible)
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- 39. Letting Off Steam Expect:Angry, verbal reaction Initial reaction is not indicative of long term reaction ---- but take note Let the employee have a “one- sided argument.”
- 40. Behavioral “Red Flags” ConsiderPast History (Verbal, Physical, Intimidation) Paranoia: Blaming-”Out-to- get-me” Comments About Violence and/or Mischief (i.e. “Going Postal” etc.)
- 41. Behavioral “Red Flags” OtherTroubles (spouse, kids, legal, financial, etc.) Identify the “Job” as Their Life Hints of Possible Suicide
- 42. Hints of Suicide Talksof Harming Self Information of Previous Attempts History of Suicide in Family Increased Use of Alcohol
- 43. Hints of Suicide(cont’d) Warnings from Co-Workers, Family, Friends Irrational Statements Sudden Changes in Physical Health Living Alone & Social Withdrawal
- 44. Hints of Suicide(cont’d) Depression – Giving Away Possessions Speaking in Past-Tense or Third Person Spending Spree/New Debts Surprisingly Impulsive Behavior (Immature, Self-Defeating, Anger Bursts)
- 45. Behavioral “Red Flags” ViolentContent / Themes To Their Life Verbalizes Violent Thoughts Gains Access To Weapons
- 46. Potential Resources Employee AssistanceProgram (EAP) 24 Hour Emergency “Hot-Lines” Staff or Contracted Psychologists Other Mental Health Counseling
- 47. Providing Safety Nets OutsideConsultants Outplacement Programs Appearance Of Neutrality Appearance Of Genuine Interest Don’t Make Them Ask
- 48. Tid-Bits and Other Morsels Providea clear and believable business rationale to explain need for change Communicate it clearly to all employees
- 49. Tid-Bits and Other Morsels Rulefor successful redirection: COMMUNICATE Don’t Isolate In Writing; Face-to-Face; Video; Teleconference
- 50. Tid-Bits and Other Morsels Rulefor successful redirection: Put A Face To The Process In writing -- Face-to-Face -- Video -- Teleconference
- 51. Make the processto select who is to stay one that is perceived as fair and equitable. At every step of the process respect the dignity, feelings and worth of all company employees. Tid-Bits and Other Morsels
- 52. Summary Remember the Behavioral Considerations RememberThat All Employees React Differently Anticipate Possible Reactions Recognize the “Red-Flags”
- 53. Summary Recognize Employees’ Responses toJob Loss Identify Potential “High-Risk” Employees Make Use of Potential Resources Consider Rules to Prevent Violence When Redirecting
- 54. Reminder: Ignoring the problem willnot make it go away... Ault