How to support your remaining employees after a layoff

In just a few months, unemployment claims in the United States have soared past 40 million as a result of the coronavirus pandemic. Understandably, the focus is on those who are now jobless, whose career prospects and long-term security are suddenly unclear. What’s often overlooked in the economic reckoning, though, are the employees whose jobs were spared.

While some may feel lucky to still be employed, others may experience mixed feelings. They may be relieved to have a job but simultaneously guiltridden about the suffering of former colleagues who were let go. This type of survivor’s guilt is normally associated with people who faced a traumatic event or accident that took the lives of others, but it can also happen after corporate layoffs. It’s not uncommon for the employees left standing to wonder, “Why did I make it, but they didn’t?” or “How am I going to face my friends who were let got, knowing that they’re in a tenuous financial situation, while I’m still employed?” Survivor’s guilt may be exacerbated by a perception that the company failed to recognize or reward trusted colleagues and friends and instead eliminated them.

A recent study by Leadership IQ, a research firm, shows that nearly threequarters (74 percent) of employees retained after a layoff saw their productivity decline afterward, while 69 percent said that the quality of their company’s product or service deteriorated. And when asked to describe how they felt following the layoffs, a majority said they experienced a sense of guilt, anxiety and anger. The good news is that workers who felt that their managers were visible, approachable and open were more than 70 percent less likely to report a productivity drop, and 65 percent less likely to report a decline in the quality of their organization’s offerings.

The numbers show that leaders can make a big difference in helping retained employees deal with their survivor’s guilt. Here’s how:

Remember that work and life are interconnected

“Co-workers can become some of our closest friends, making work a trigger for pain,” says Jennifer Moss, author of

“Unlocking Happiness at Work.” Losing a co-worker to a layoff evokes feelings of grief, explains Moss. “Grief doesn’t just come with sadness and loss. Grief can also come fully loaded with guilt, anger, uncertainty, denial, regret and so much more.” If during the next staff video call employees notice that previous team members are now absent, they may be distracted from the business at hand, thinking about why others were laid off. So, the first thing to do is acknowledge what these “survivors” are feeling, while honoring the contributions made by their former colleagues. encourage employees to reach out to former co-workers and make sure that, as a manager, you do so as well, offering tangible emotional and job-search support, for example by reviewing resumes, making networking introductions and providing references.

Be candid

To help employees avoid becoming mired in—and distracted by—survivor’s guilt, managers should help them see the reasons for the company’s downsizing decisions and explain the other options that were considered. If the company is helping to ease the transition for those whose jobs were eliminated by providing severance and career-transition services, for example, share those details. If some workers were furloughed rather than laid off and there are plans to hire them back when economic conditions improve, clarify that. When employees understand that management is reshaping the company for future stability and growth, while treating people with dignity and keeping opportunities open when possible, they will be more likely to respond with their best efforts.

Communicate consistently and transparently

WHILE you may be tempted to avoid difficult topics, doing so can further erode trust in management and the company. Frequent, open communication is critical to reassuring employees in a crisis and can be helpful in mitigating survivor’s guilt. Leaders at every level of the organization must engage with their people systematically and often. Companies should consider devoting a day or two to training and discussion sessions to help managers build their confidence in delivering empathetic and consistent messaging around layoffs. Virtual town-hall meetings, brown-bag lunches and other open forums are useful ways to keep the dialogue open and give employees a chance to ask questions. Team leaders can also add 15 minutes at the end of their staff meetings to facilitate twoway communication and provide a safe space for employees to process their emotions about colleagues being let go. Make the effort to be approachable, visible and candid. Address employees’ survivor’s guilt rather than ignoring it.

Connect work to purpose

Another strategy that can help your remaining employees shift their focus from guilt back to their jobs is to reorient them toward individual and group purpose. People find meaning when they see a clear connection between what they value and what they spend time doing. That link is not always obvious even in the best of times and is particularly tenuous during a global pandemic, when those who are not on the front lines may feel that their work is less significant.

once employees have had a chance to process their feelings about the layoffs and gain a better understanding of the decisions made, managers are in a great position to articulate the organization’s purpose and values, and connect everyone’s work to them. The most effective way to do this is to share stories of how, collectively, your company is making a positive difference in the lives of real people, including customers, employees and communities. You can also remind your employees that they do their work in service of those they care about in their personal lives.

Amid layoffs related to the Covid-19 pandemic, it’s imperative to recognize the feelings and accommodate the needs of employees still in the workforce. These people are not only seeing colleagues lose their jobs, but may also be also dealing with personal challenges that are invisible, undefined and complicated. Leaders must show that they care by communicating transparently about the situation and listening while people process survivor’s guilt. They must be willing to adapt and readjust to prioritize people over profits.

Susan Peppercorn is the author of Ditch Your Inner Critic at Work: Evidencebased Strategies to Thrive in Your Career.