In these difficult Covid times, many organisations are having to implement a redundancy programme. Often this will mean that some of the workforce will be leaving and some staying. Redundancies take a huge amount of management and Human Resources time, and coping with the process leaves little energy to devote to the people who are staying in the business.
Yet we will be relying on those very same people to take the business forward into the future. So how do we make sure the people staying are still motivated?
Firstly, make sure that those being made redundant are treated well. Not necessarily in terms of enhanced redundancy pay which may not be an option at the moment, but in terms of treating them with respect and being honest and fair in making decisions. Communicating at the relevant times is important, as is explaining any delays to the process. Those left in the organisation, will watch how the redundancy process is managed and will form a view of how they might be treated in the future.
Communication is key with the remaining workforce. Confirming that their jobs are secure (at least for now), will go some way to allaying their fears about job security. Communicating the vision for the future of the business is important, so that these people can focus on where the organisation is heading and not just on the redundancies of their colleagues.
Making time to talk is also important. The remaining workforce may feel guilty that they still have jobs. So, don’t forget them in the pressure and stress of the redundancy process.
