{"id":809,"date":"2019-06-22T13:06:51","date_gmt":"2019-06-22T07:36:51","guid":{"rendered":"https:\/\/www.biworldwide.com\/en-in\/?p=809"},"modified":"2025-03-26T20:20:19","modified_gmt":"2025-03-26T14:50:19","slug":"employee-engagement-in-the-face-of-layoffs","status":"publish","type":"post","link":"https:\/\/www.biworldwide.com\/en-in\/our-work\/blog\/employee-engagement-in-the-face-of-layoffs\/","title":{"rendered":"Employee Engagement in the Face of Layoffs"},"content":{"rendered":"\n
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\n\t\t\t\tEmployee Engagement in the Face of Layoffs\t\t\t<\/h1>\n\t\t\t\t\t\t\t\t\t\t
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Employee engagement often takes a backseat during layoffs, but prioritising it is key to maintaining morale and stability. Learn how to manage sentiment, communication, and motivation to navigate these challenging times effectively. Read the blog to find out more.<\/p>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t<\/div>\n<\/div>\n\n\n\n

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Employee Engagement in the Face of Layoffs<\/strong><\/h2>\n\n\n\n

The industry has seen a spate of layoffs recently due to digitalisation, automation, mergers and acquisitions and\/or poor company results. Layoffs aren\u2019t like ripping off a Band-Aid, where it\u2019s \u201cbusiness-as-usual\u201d once done, albeit with a sudden pain that passes off quickly. The actual effects are far-reaching. Many businesses think that pro-active PR efforts can help them emerge unscathed from layoffs, when actually what they need is to focus on the people involved in the equation – affected  and continuing employees – to mitigate damage. Let\u2019s take a look at the impact of layoffs and targeted engagement strategies to tackle its ill-effects.<\/p>\n\n\n\n

How to Support Laid-Off Employees How to Support Laid-Off Employees <\/strong><\/h2>\n\n\n\n

Laid-off employees are the most affected and how organisations facilitate the exit plays a crucial role in how they respond. If you recall the Bochum Nokia incident, where within a week of layoff news being conveyed to employees, thousands of protestors gathered and angrily crushed the brand\u2019s phones while unions advocated boycotting Nokia\u2019s products. The response delivered a big blow to its market share in Germany, leading to a sales loss of nearly \u20ac700 million during 2008-2011. Fast-forward to 2011, the telecom giant faced another retrenching requirement. Only this time, it was better-prepared and deployed a targeted exit plan so employees felt that the exit process was just and unbiased and was better received. So how do you manage laid-off employees fair and square?<\/p>\n\n\n\n

Provide immediate career assistance:<\/strong> The immediate need for former employees will be finding a new job; support them so they can move forward. Reposition them in prevalent roles or repackage roles to match their skillset. Offer training so they can upskill and re-join. If those aren\u2019t options, give them a notice of at least 30 days before termination. Partner with outplacement or career counselling agencies so they can find new opportunities.<\/p>\n\n\n\n

Clear the air: <\/strong>Large organisations use corporate parlance such as limited restructuring, reclassification and right-sizing to disguise layoffs and cushion the blow. Spokespersons offer reassuring statements to the general public, so brand image and investor sentiment isn\u2019t hurt, while laid-off employees are asked to leave with little explanation or consideration. What follows is a trail of scorned ex-employees. To avoid this, handle the situation with dignity, authenticity and transparency. Don\u2019t mince your words or trivialise it. Treat affected employees with respect, acknowledge their feelings, let them know it\u2019s not personal and provide them answers.<\/p>\n\n\n\n

Offer equitable exit packages: <\/strong>Ease the immediate financial stress that laid-off employees face. Fair exit severance packages are indispensable. Don\u2019t make affected employees tail you to receive their dues; make exit processes prompt and smooth.<\/p>\n\n\n\n

How to Motivate Your Continuing Employees<\/strong><\/h2>\n\n\n\n

A culture of fear and uncertainty experienced during layoffs doesn\u2019t do good to employee morale, motivation or productivity.<\/p>\n\n\n\n


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A research study by BI WORLDWIDE, depicted graphically here, shows how employee happiness, commitment and performance scored among 402 respondents who survived layoffs in workplaces vs. 636 employed in workplaces without layoffs. There is a noticeable drop in employees sentiment and performance in workplaces with layoffs even though they survived the crisis; if not mitigated it can do serious damage. So how do you tackle it?<\/p>\n\n\n\n