Layoffs – A Primer, Pt. 3

Recovery, Retention, and Planning

If you haven't read the first two parts I suggest you do so now. 

Recovery will be ongoing, for everyone. This is the most critical phase. The decision makers have to prove the RIF was valid. Managers have to see the work gets done and work on morale issues, including their own. Remaining staff are anxious about the company’s stability and what they will be expected to do to offset the loss of staff. Your clients want to know you can still provide quality services and products

Excellent communication is key to success at this time – frequent, honest and supportive. Don’t hide in your office. Round on your employees frequently, even after the company recovers financially. Contact your clients and let them know the company is stable. If they hear about the RIF from disgruntled past or present employees, it won’t be in your best interest. Provide coaching for the survivors, who may have feelings of guilt, relief, or uncertainty.

Retention is also key to moving your business forward. While relying on the survivors to get the company back on top you will be expecting more from less.

Consider starting an alumni club. Sound strange? Actually it is a way to acknowledge that these people are important to the company. This club allows you to keep communication channels open with those who may be interested in returning when business improves. Interject some fun once in a while.  Life does go on. It is okay to look forward. Forward is the only direction you really have.

Involve survivors in the future planning process. They may have amazing ideas on product or service improvements or even on new ones. Maybe they have been waiting for the opportunity to contribute.

Look forward and use lessons learned.  Do you need to expand or reduce your operations? Maybe you didn't have enough variety in what you offered, or maybe you had too much and clients felt quality was compromised. Go back to the basics and recommit to what made your company great in the first place.

Train, train, train. This is a great time for employees to improve their skills. They will see it as a statement of trust in their value to the company. You are giving them and yourself a gift. Education leads to new opportunities.

Somewhere in your future planning process, decide what you will do to avoid ever having to RIF again. Keep employees informed about the viability of the company. Work alongside them in tough times and don’t over-hire. It is better to work harder and longer, than to RIF. Those of us who have conducted RIFs have learned some hard lessons. Build in safe guards so you don’t have to learn those lessons.

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Patricia Justice, SPHR