What do retrenched employees wish you knew about how to make the process less painful for them?
Outplacement clients tell me all the time about what would have made the redundancy process easier for them – from having me there on the day the news was given to support them to being offered an alternative role to consider or the opportunity for a team farewell.
Some of the things you might want to consider to reduce the pain for retrenched workers:
1. Having an outplacement consultant there on site on the day you give the news, to support them.
You might be thinking “this is a two-stage process – we let them know what we’re thinking, we give them time to consider if there are alternative options such as re-deployment and then we have a second meeting, where we give them the news of redundancy and their paperwork.” You may be confused as to the best time to bring in and involve the outplacement consultant.
Essentially, I would say have the outplacement consultant on site on the day when you first tell workers the news their position is about to be retrenched – because this is the day they are most likely to feel shock, anger and upset – this is when they need the psychological support.
Don’t take the risk of people driving home so sad they can’t see through their tears – or worse. Ensure they have support on the day the news is given.
2. Re-deployment and Consultation
If there is the possibility of re-deployment or even choices about the date of leaving or working out the notice period – make a concerted effort to discuss all the options with the worker.
Retrenched workers feel embarrassed and hurt when they can see no real attempt to re-deploy them is being made. Sometimes it’s obvious this isn’t a possibility. Make sure, though, that you offer every job vacancy that you have to workers about to be retrenched – even roles where there are lesser hours or when the role is less senior. Read the resumes that you have on file about your soon to be retrenched workers so you know what skills and qualifications they have.
People get even more upset when they feel that no attempt was made to keep them and re-deploy them.
You may have decided that you want people to work out their notice – or not. Can you be flexible? Many employers ask people to leave on the day the news is given and not return. They don’t offer the opportunity to work out the notice due to perceived risks. Some retrenched workers are upset by this – they valued their work and they feel they need to put things in order and do a handover. They don’t want to feel “shoved out the door” and not trusted.
If you can offer the option to people about how and when they work their notice – do. Choice and communication can help people still feel valued and trusted. On the other hand, asking people to work out their notice when they are shocked, upset and angry can also cause emotional upset and problems. Try to stay open to communication and see if the retrenched workers choices can be taken into account. I worked for a very large organisation (over 200,000 employees) and was retrenched – along with thousands of others, many years ago. They let us choose our leaving date. It worked like a charm – everyone was happy and, to my knowledge, it didn’t cause any problems. I’ve also worked for companies retrenching large volumes of people in Adelaide who used that approach – they also didn’t experience any problems when they let people work out their notice.
3. Handover
Retrenched employees can get upset over handover – whether you ask them to do one or not!
Some retrenched workers dislike not being able to do a handover – they feel as if their work isn’t being treated as important. For some, not being able toa handover effectively means they feel they don’t have closure.
Being asked to do one, on the other hand, can be stressful for some retrenched employees. They may be feeling upset or angry and feel if their position is being retrenched then why should they do a handover. It can also be triggering for some – as if they are giving something away, that they value, over hours or weeks.
Think carefully, in advance, about what is necessary. Are all procedures documented already? Does someone else know how to do the parts of their work which will continue? What do you want to happen? Then ask the retrenched employee what they would like to happen. Let them know what you are open to and would like. Come to a joint solution that sits happily with all parties – the outplacement consultant can help with this.
3. Team farewell
Many retrenched workers feel “robbed” of a team farewell. It hurts them not be offered a coffee gathering to say goodbye to colleagues, or to have a farewell lunch. Of course, the best timing for this may be a couple of weeks after the news of the retrenchment has been given – not immediately!
The last time you retrenched someone – were they offered a team farewell event? Retrenched workers often want a leaving event. They want to let colleagues know they are OK and what they are pursuing next. The leaving event also negates any impression of “leaving under a cloud”. Without a leaving event it can feel to them as if they were pushed out in such a way that others may feel they left under a cloud. Those who didn’t have a close bond with their colleagues may or may not want a leaving event – be open to discussion about what will suit your people.
I find that its useful to let the outplacement consultant know that a leaving event is an option. That way, when the time is right to mention it, they can let the retrenched worker know. If the retrenched individual asks you about telling their colleagues then ensure you have an answer. Be clear about how and when you will let their colleagues know.
Many retrenched employees feel they are told “Don’t tell anyone” – with no information about who will be told about their redundancy by the managers and when. This leaves them feeling isolated and disconnected – even ashamed, as if they have done something wrong. You can limit the feelings of disconnection if you are clear when you will tell workers who are staying – and when you are happy for them to communicate with their ex-colleagues, if they wish to.
4. Exit interviews
Most retrenched employees don’t expect an exit interview. If you asked most of them – they wouldn’t want to do one.
Occasionally, however, some retrenched employees are upset that they weren’t offered the opportunity for an exit interview. They like to have their say, they like to feel their opinion and insights are valuable. You may wish to offer an exit interview to retrenched employees who you suspect like to have their say. If nothing else it may help them to feel that you listened so they have more respect for the organisation and feel respected. They may even provide you with valuable information.
Will we still speak?
Redundancy is sometimes “all a bit awkward” so, have a plan and be careful not to overwhelm those who have been retrenched – or isolate them.
It’s not easy to know if you, as the HR Manager, should call them to see how they are going. It’s not easy to know if the CEO should touch base with them. You can ask the outplacement consultant for an idea of how reaching out will go down.
Retrenched employees will often call their manager, HR or the CEO anyway of their own volition – maybe with a question or a reference request or to talk about the final details (such as returning company property).
There are no hard and fast rules – it all depends on the relationship you have with people and it can be difficult to guess whether to call – and when! If in doubt follow your gut instinct, make sure your phone number will be visible to them so they can choose whether or not to answer and if they don’t answer, leave a voicemail saying why you called so they understand if you have a question, need something or are checking in for friendly support.
In my experience most people who are in positions that are made redundant will experience anger, shock, embarrassment, shame or sadness – at the start. Their emotions will change and swing a lot in the first few days. Eventually, with the help of friends, family and their outplacement consultant (and EAP provider, GP and Counsellor) – they will accept what’s happened – and even tell me “you know, this is the best thing that’s happened to me”. It just takes time – and careful support.
Authored by Bridget Hogg of Outplacement Adelaide, a brand of Development at Work Australia. Bridget is an experienced outplacement consultant who has helped hundreds of people to take their next step. Many retrenched workers that Bridget has helped have spontaneously told her during the outplacement process “this is the best thing that’s happened to me” – it just takes time and effective psychological support. Bridget holds full membership of both the Australian Human Resources Institute (CAHRI) and the Career Development Association of Australia. She won the Career Development Association of Australian award for excellence (SA) in 2020 and was nominated by the CDAA for national award in 2022. Bridget has researched the effectiveness of her service and knows that it helps people to improve their mental health and wellbeing and find their next step
Bridget offers face to face flexible, responsive outplacement services around the Adelaide area.
Bridget’s services are positive psychology based. She uses her psychology degrees and NLP training to help retrenched workers manage their emotional state during the outplacement process. To see who are past clients are and to see testimonials from past clients go to www.outplacementadelaide.com.au
For an overview of Bridget’s outplacement services or to book our help call 0477 016966 or email bridget@developmentatwork.com.au