Overcoming layoff survivor sickness

"They can't seem to snap back. The merger is over, the layoffs are behind us. We've streamlined the work flow, but productivity is actually lower than before we started. Am I missing something?"

These were-the introductory words of the general manager of a recently merged division of a process engineering organization, and he was missing something. It was the reality of layoff survivor sickness.

Irrevocable paradigm shift

In slightly more than 10 years the paradigm that connects people to organizations has changed from people as long-term assets to be nurtured and developed over their careers to people as short-term costs to be managed and, hopefully, reduced. Harsh as it may initially seem, this new paradigm is reality in most organizations, and neither individuals nor organizations can afford to ignore it and hope it will go away.

The underlying cause of layoff survivor sickness is a pervasive sense of personal violation. In the old paradigm, organizations found ways to tie employees' sense of purpose and relevance to the company through tenure-based benefit plans, compensation systems that rewarded longevity and not contribution, status symbols that emphasized time with the organization, and social connections such as employee clubs and athletic teams. They caused employees to put all of their social and emotional eggs in the organizational basket, and then they dropped the basket.

These organizations were not evil or manipulative; tying employees in over the long haul was a central premise of the old paradigm. The problem is the old strategy does not work in the new reality. A question I often ask is, "If who you are is where you work, what is at threat if your job is at threat?" The answer is a lot more than a paycheck.

Survivors of mergers, reengineering efforts, and other events that lead to downsizing experience powerful and often disabling survivor feelings. Research shows that employees who have bought into the old paradigm and find themselves in the new reality experience feelings of guilt, anxiety, depression, fear, and anger. They are risk averse and emotionally drained, and they operate with reduced productivity. Organizations that have reductions on Friday and expect increased productivity on Monday are always surprised. Unfortunately, layoff survivor symptoms are long term and often don't go away without external intervention and help.

What individuals can do

Individuals can do three things. First, understand you are not the lone ranger. As companies merge and reengineer themselves in the necessary quest for efficiency and survival, employees often experience a sense of violation that leads to layoff survivor symptoms. They are caught in a paradigm shift where their values were formed in the old reality and they now live in a different world.

The second action involves what psychologists call emotional catharsis and grieving. Although these are somewhat intimidating and nonbusinesslike terms, you don't have to see a psychologist to experience them, and they are definitely helpful to the business.

What is involved is externalizing feelings and emotions that, through social pressure and fear, many people keep locked inside. If you are angry, fearful, and depressed, you are not doing yourself or your organization any good by keeping these feelings inside. You can have the best resume and the most up-to-date job skills, but without finding ways to talk about and externalize your feelings, you are going to be severely handicapped. It can be as simple as talking to your spouse, a good boss, a friend, or clergy. Or you may need professional help. Whatever it takes, the basic requirement is to put things on the table-talk about and deal with your survivor symptoms.

The third step involves breaking the conditioning of the old paradigm and finding purpose and satisfaction in your work, not in the organization where you work In the final analysis, we are all temporary employees, and "who we are" should not be where we work but what we do. The best and happiest employees are those who are in organizations because they choose to be there.

What bosses can do

Many organizations forget that people in supervisory roles- are also employees and not immune to survivor issues. "Physician, heal thyself" is the rule, and if you are a boss, you need to first deal with your own survivor issues. The next thing you need to do is help your employees.

The best way to help employees shed the shackles of layoff survivor sickness is to facilitate emotional release and move forward into productivity. This activity often goes against the grain because many organizations are uneasy about airing feelings and emotions. To be effective, a boss needs to take a risk. This can take the form of group meetings that stimulate frank discussions of emotions or one-on-one meetings with employees to listen to their feelings. This is the most important task leaders have in postmerger and reengineering environments.

Necessary wake-up call

Although hard to see in the depth of layoff survivor symptoms, there have been some very positive outcomes from the new paradigm. For individuals, the new reality has served as a wakeup call. Employees have taken stock of their lives and careers and recaptured their self-esteem. For organizations, the benefit is employees who focus on their work and their customers, not on pleasing the boss or playing politics.

Once employees ground their self-esteem in the work they do rather than where they do it, they become much more productive. These liberated employees cannot be managed by fear and intimidation. They need meaningful and relevant work that is valued by a customer. This results in a win-win solution for everyone.

Article by : david@noercounsulting.com