The success of restructuring depends on the reaction of the workforce and the fairness they perceive in the separation of employees (Garaudel, Noel&Schmidt 2008), who the separation process and the communication of the company management very closely.
A dismissal is often a painful loss of a central part of one's current life. Dealing with the grief of the loss a job is often associated with the research on death and loss (Mayerhofer 1989). The renowned death researcher Kübler-Ross distinguishes five phases of psychological processing that dying people go through. These five phases can also be applied to other difficult phases of life, such as the loss of one's own job.
Phases of the psychological processing of dying according to Kübler-Ross (2001)
1. Shock and denial
The news is suppressed, the person concerned believes it is a mistake. Future plans are made.
2. Anger (Anger)
Those affected feel that the situation is unfair. They openly confront their environment (the bearer of the news to those not affected) with anger and despair and also hurt others in the process.
3. Attempt to recovery / negotiation (bargaining)
The person concerned recognizes that there is no mistake and now tries to change their fate. He is prepared to accept unfavorable conditions in order to reverse the course of events.
4. Depression (Depression)
Emptiness and meaninglessness can occur in this phase. It can manifest itself in two forms. On the one hand, there may be a very strong need to communicate. Those affected want to articulate their grief over the loss and talk about missed opportunities. On the one hand, this can bring relief. On the other hand, the depressive phase can be characterized by a withdrawal that is accompanied by signs of sadness. This phase is usually still characterized by hope for a change in fate.
5. Acceptance
Fate is accepted. Those affected are calm, welcome the decision, detach themselves from their environment and concentrate on themselves and their next steps.
During a restructuring, all groups of people are under great psychological stress. The "decision-makers" are responsible for the success of the measures. Restructuring harbors various risks such as
- Demotivation of the workforce
- Risk of fluctuation of service providers
- Increased absences due to illness
- Loss of reputation and image
From the company's point of view, it is important to weigh up whether the "gain" achieved is greater in the long term than the "damage" that can be caused in the short, medium and long term.
Decisive factors in staff reduction
Open communication
Quick action
Rapid focus on the future
Manage staff reductions fairly and in a socially responsible manner
Actively look after the service providers, the "survivors"
Those implementing staff reduction measures are under enormous psychological pressure. Not only due to the additional workload during the downsizing phase, but above all as a result of the high emotional stress caused by the direct confrontation with the dismissed employee. In practice, many organizations are inadequately prepared for staff reduction measures.
According to phase 1 of the Kübler-Ross model, employees do not want to accept the dismissal. They show different emotions, ranging from not reacting at all, being shocked, reacting aggressively or hysterically or wanting to negotiate.
The "survivors" are often forgotten during restructuring. The main focus and resources are placed on the employees who are leaving. However, the "survivors" are often divided. On the one hand, they are plagued by a certain fear as to whether they will be the next "victim" and, on the other, by a guilty conscience that they have "survived".
The HR Factory is glad to do everything possible to ensure your success in this challenging and decisive phase, such as
- Know-how transfer "How to conduct a separation interview?"
- Process support during staff reduction
- Providing mentoring for employees who have not been dismissed
- Reflection on the separation process
- Outplacement counseling