You Downsized Your Workforce…What about the Work?
By Beth Banks Cohn, PhD
In this economy, many companies have made the difficult decision to downsize. From the employer's perspective, this was mainly an economic decision. Leaner and meaner was the aim, and all involved are hoping to see real results reflected in your company's bottom line.
But what happens to the employees left standing? Believe me they are well aware of the employer's financial priorities. But they are also acutely aware of a changed work environment. For one thing, there's usually more work. Layoff survivors are faced with the dual challenge of being expected to do more with less.
As a result, it's not uncommon after a layoff to experience low morale, high stress, and general disgruntlement among employees. They are straining under an increased workload with concerns about their future.
Employers sometimes take the attitude that their employees should be thankful they have a job, so they should stop complaining and get back to work. This is a mistake. Your leaner, meaner talent pool usually represents the cream of the crop which is why they were retained. As such, you would do well to engage and support these remaining employees. You are expecting them to take on new responsibilities along with a faster, more efficient work pace. Giving them the resources to do that is critical to the ongoing success of each department and, ultimately, the company.
One way to help individuals cope with the loss of their colleagues is to guide them through a process to streamline their current workload, which no doubt increased due to downsizing. Getting rid of excess work is a win/win. It focuses your team on only doing what will give the company the return they are looking for and it will help prevent burnout. Here are some practical strategies for making the workload fit the work and workers.
Identify key business imperatives. You already did a cost and efficiency audit at your company in preparation for downsizing. Go back through this data and identify five to seven key business imperatives for your company.
Align tasks with key imperatives. Challenge your team to streamline their work, focusing only on what supports those business imperatives. Host meetings and set-up“wikis” or similar tools that get everyone to come up with a map of how their pre- and post-layoff responsibilities fit into these 5 to 7 business imperatives. Make sure everyone contributes.
Fill them in on your one-year business plan. Come up with a plan that lists what you will and won't be doing for the rest of this year — and discuss how this plan breaks down in terms of specific projects and deadlines for each employee/department.
Provide needed support. Make sure all your internal business partners know the situation and provide alternatives for getting the necessary work done by the established deadlines (such as funding temp workers, outsourcing IT or other time-consuming work, providing additional training, or creating new work teams).
Institute a 24-hour time-off rule. Inform your employees that no work gets done and no emails will be sent from midnight on Friday night to midnight on Saturday night. This will give your employees some critical down time to recharge and reenergize. If you need 24/7 coverage, then institute a rotating "call" system so everyone gets some time off.
Be the best example. As the boss, your employees and peers are looking to you to set the example. Show them with your actions and demeanor that a leaner workforce doesn't mean a burnt-out, overworked workforce. Exhibit a balance between your work/personal life and your employees will become comfortable in doing the same. They will also appreciate you more for it. This alone can raise morale and productivity, which is a win/win all around.
Helping employees streamline their workload will not only result in better productivity but will also give your business the focus it needs to survive in this new economy. By showing them that a balanced employee is a valued employee they will give 120% when they are in the office because they will be engaged and energized. That combination positions your company well for the future, and brings your top employees along for a really great ride.
© 2010 Beth Banks Cohn. All Rights Reserved. Do not copy without permission.