Submitted by MsSunshine on
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Bottom-line: How do I (or should I even worry about) managing people's anxiety who could be laid off - depending on how deep the cuts go?
The organization announced they would have a percentage of layoffs that would take place within a month. I have been doing quarterly reviews, started on their annual reviews and have a ranking of all my staff based on their strengths, weaknesses, drive to learn new things, leadership shown, etc. I have been giving them both positive and corrective feedback over the 9 months I've been their manager.
Now, I know I'm going to have to pick people to go. I'm assuming the average percentage they stated - even though they stated that it will not be evenly spread. Mine could be higher or lower. We are being open with everyone about the pending layoffs.
The question is what do you say to people who could be at risk depending on how deep the cuts go. My stars know they are stars and won't worry. The people I've given feedback that they need to improve may be anxious. One particularly is trying very hard and making some serious changes. I would not cut him unless my quota is higher than the average. But one of his problems is self-confidence. I can't afford to have him crash & burn over sheer anxiety over this.
The only thing I came up with was to tell everyone in a team meeting that the best things to do were to focus on what we can do - try to make better products, work hard, improve ourselves, etc. But I don't know if that helped.
On one hand, having the company be upfront about the pending layoffs helps because as Mark said - there are no secrets. On the other hand, I'm facing weeks of some seriously anxious people! :(
Managing people with known layoff coming?
Been there, done that (as have lots of people here, I think). And I think the answers depend a lot on the people involved and the circumstances. Almost anything you say, or don't say, can be misinterpreted. I'm reminded of a recent set of papers in Science demonstrating what sociologists have long known -- that people will see more patterns and conspiracies that aren't there the more they feel things are out of control.
My answer to this situation was to lighten up even more on negative feedback, focus on positive feedback wherever possible. And when I got questions, to simply answer that there were lots of things I didn't know and I couldn't talk about what I did know. I encouraged people to focus on doing what they could do and not obsess on things that were beyond their control at that point. I let people talk when they wanted to talk, but tried to steer the conversation back to what they could be doing to be productive. Sometimes that worked.
The really hard part was working with people that I _knew_ were going to be downsized for a week and a half before the actual event.
Managing people with known layoff coming?
[quote="refbruce"]My answer to this situation was to lighten up even more on negative feedback, focus on positive feedback wherever possible. [/quote]
So you help the person feel better, but you don't point out where they could improve anymore? That's about the worst idea I've ever heard. You're essentially making them a target for layoff since they'll stop targeting their weaknesses in behavior. The message becomes "You're doing fine. No, you're REALLY doing fine. I'm sorry, now I have to lay you off." Not to mention, you're assuming that they will not notice the difference in your behavior.
I look at layoffs the same way as I look at hiring. Until you've got something, you've got nothing. No one has been laid off yet, so you should manage them the same way you always do (yes, it's hard to do. That's why you get paid more.). Your job as a manager is to help your team to perform to their top potential, helping them gain achievements for their resume right up until the day they are let go. People WILL notice any change in your style and any difference they see towards themselves will lead them to assume it's because they are targeted.
Be as transparent and honest as you can about what you know, good or bad.
As M&M point out in the Layoff podcast, you tell NO ONE a layoff is coming, no matter how obvious it is. Slight changes in your behavior can be a tip off just as much as actually telling someone.
Managing people with known layoff coming?
You may also desire to review older casts:
http://www.manager-tools.com/2006/08/managing-during-mergers-and-acquist...
http://www.manager-tools.com/2006/08/managing-during-mergers-and-acquisi...
http://www.manager-tools.com/2005/10/compassionate-layoffs/
Managing people with known layoff coming?
Focus on your stars. Reassure them that they're not on block and get them to focus on their work. These are your key performers anyway.
As to the others...there's not much you can do. They know its coming and they probably know they're at risk, even high or certain risk. Talk to them in O3s about how they can improve their chances to keep their job. Don't tell anyone that they're absolutely going to be out, you might as well do it now. And you never know, your quota might be zero.
You're going to have a new reality of getting the work done without some of them, use this time to evaluate what they're doing and how well. Go ahead and start making preliminary plans on how to redistribute the work.
Brian
Managing people with known layoff coming?
Wow, living it right now. Much of the advice above is spot on. You give extra reassurance to your stars. Those that are on the low end of the and potentially at risk should know they are there for a reason and rightfully be worried.
I was direct in group meetings when asked. I work in the financial industry and the writing wasn't on the wall, it was on everyone's forehead. So there was no way to deny, etc. I answered the best I could in any discussions with mine or my directs staff.
Conversations I had with those once they were identified were not easy, but I helped them understand where they started, how far they have come and how to move to the next level. Take this time, the package so to speak, get some development you need and move on to something bigger. In each case, they felt better about their chances.
We had very consistent O3s with these folks so it really helped in the final discussions.