Author: Kim Brosnan, Associate Executive Coach & Consultant, Working Transitions. 

Organisational downsizing, business transformation, layoffs, shake-ups, and furloughs—we live in an evolving world where 'change agendas' at work are around every corner, and we need to become more familiar with terms such as organisational restructuring, cost savings, and redundancy.

These processes can damage the psychological contract employees have with their employers and cause uncertainty, anxiety and disruption across all levels of the organisation for both those directly and indirectly involved. The organisation's focus often varies through this period, from supporting leaders delivering the news and following the correct HR processes to treating individuals facing redundancy as well as possible. But what about the 'lucky ones' who make it through this round of cost savings? What about the hidden cost of business transformation and redundancy on the remaining workforce?

Survivor syndrome post-redundancy is a real issue. Whether this is due to prolonged anxiety, guilt and loss for those who 'didn't make it', the anticipation of a heavier workload, or a decrease in job security, the effects on employees adjusting to the change can harm an organisation's productivity and efficiency.

It's a common pitfall for organisations to limit their thinking and activities to the process of the few leaving rather than prioritising the engagement and communication for the many staying. However, it's these very conversations we have during consultation and the support we provide following it, that can steady the ship and safeguard the future of the business. An organisation whose people merely survive redundancy is not good enough in this competitive marketplace.

Indeed, research by the Institute of Employment Studies (2004) and Glassdoor (2023) has found that redundancy survivors often experience;

• lower morale and commitment
• reduced job motivation
• lower performance and productivity
• greater levels of stress
• greater risk avoidance and slower decision-making
• increased absenteeism

So, the question organisations facing change need to ask themselves needs to evolve from 'what do we need to do to make the change here?' to 'how do we make change part of what we do well around here?' Such consideration is essential not just for those who leave, those navigating the change, and those whose jobs have been made redundant but also for those who survive. So, how must organisations support all involved?

The Kubler-Ross Change Curve shows how an individual's emotional response to change varies throughout the process. The key stages include Shock, Denial, Frustration, Depression, Experiment, Decision, and Integration. Leaders should tailor their supportive approach to an individual's stage in the journey.

Organisations that use emotional intelligence to provide appropriate engagement, communication, and support at each stage are the ones that fare well in supporting their people through change. Whether colleagues are exiting the business, leading the change agenda or forming part of the surviving workforce, proper support is crucial for well-being, productivity and organisational recognition. Often, it is as simple as providing a safe space and a coaching approach for people to think, process and move forward.

Investing in each individual's potential with a personalised focus on their unique journey enables them to move beyond survival and thrive. Career management post-change is also essential to allow individuals to take control of their future and skills development.

Our experience shows that using an external coach often yields brilliant outcomes when it comes to navigating change positively. Partnering with an external coach enables individuals to explore their feelings, concerns, hopes, and ambitions in a safe and confidential space. This enhances clarity and empowers employees to take responsibility for their mindset in navigating change.

The truth is, everyone needs a coach now and again. Working Transitions offers people-centric specialist coaching and learning services for every moment of workplace transition to support and empower managers and employees at critical career points. Their career transition and coaching services include:

• A suite of outplacement services
• Career decisions and transitioning courses
• Later life careers and retirement planning
• Leadership coaching and peak-performing teams
• Working families and parental leave
• Specialist coaching: Mediation, Menopause, Bereavement

To explore how transition coaching can support your employees affected by change, check out Working Transitions' Outplacement, Executive Outplacement, Redeployment, Onboarding, Career Decisions, Later Life Careers and Retirement Planning services, and Career Transitions Workshops. You can also contact Sue at [email protected]/ 01604 744101 now.