When a staff reduction is completed, there is often a sense of relief within the company. The decision has been made, the measures have been implemented – many now hope for a return to normality. But for the remaining employees, often referred to as “survivors”, a phase begins that is often underestimated in corporate practice. For them, nothing is the same as before.
Between relief and uncertainty
Those who were not affected by the dismissal may feel relieved at first. But this quickly mixes with uncertainty and inner tension. Many employees ask themselves questions such as:
- Will I be affected next time?
- What’s next for the company?
- Who will take over the tasks of the colleagues who have left?
We also often experience the phenomenon of “survivor’s guilt”, i.e. feelings of guilt towards colleagues who have been made redundant. This emotional burden can lead to frustration, loss of motivation or even a silent wave of resignations within the company. High performers and talented employees in particular often use such phases to actively look for alternative employers.
The consequences: Creeping damage to organization and culture
Companies that underestimate this process run a risk:
- Productivity losses
- Internal terminations
- Loss of confidence in management and strategy
- Fluctuation of top performers
- Reinforcement of a culture of insecurity
This means that the wave of redundancies will not only have a short-term impact on business success, but also a long-term one.
What counts now: Clarity, perspectives and empowerment
The following measures are recommended to effectively cushion the negative consequences of staff reductions for the remaining employees:
- Open communication
Companies should provide transparent information about their future strategy and upcoming changes. Clear communication creates orientation and reduces uncertainty. - Building trust
Workshops, team discussions or individual support help to address the fears that have arisen and actively stabilize the team culture. - Targeted personnel development
Creating prospects and development opportunities for the remaining employees signals appreciation and boosts motivation.
Our conclusion for your future success
A company is only as strong as its workforce – especially after a downsizing, it is crucial to actively address the remaining employees. They need orientation, prospects and the tangible support of their management.
VBLP supports you with tailor-made formats – from team support to individual coaching sessions and the development of sustainable structures to help your company regain stability and focus on the future.
Preview of the next post:
In the next part of our series, we look at the relevance of strategic corporate and HR planning despite the focus on cost reduction
