Organizations across the globe are adapting to rapid changes coming from economic uncertainty. At times, that uncertainty results in layoffs, hiring freezes and restructuring. And, despite the turmoil, business goals still need to be met.
During times of uncertainty, leaders should focus on supporting individuals to process change, foster connections and drive efficiency. Likewise, people managers need training during times of uncertainty to help and support their teams as they process the culture changes and drive the business forward.
Building stronger Teams: Nurturing relationships post-RIF
If uncertainty results in a layoff at your organization, you must equip your managers to lead the charge immediately. As the first line of defense, managers play a significant role in setting the tone for the organization. To effectively and compassionately lead their teams, managers require strategies to support their teams while driving organizational accountability.
During the period immediately after a layoff, your managers will need training on these topics:
- Leading with empathy
- Making courageous connections
Creating post-RIF opportunities for collaboration + connection
For team members, mental health should be a top priority during periods of uncertainty, such as workforce reductions. The emotional toll of a reduction in workforce (RIF), including survivors' guilt and uncertainty, can be overwhelming, resulting in an increased risk of burnout.
To support individual contributors (ICs) during times of uncertainty, provide strategies to practice self-care. By fostering a culture that encourages self-care, organizations can help mitigate the negative impact on mental health and promote wellbeing within their teams.
During times of uncertainty, your individual contributors will need training on these topics:
- Self care during uncertain times
Boosting teamwork + retention after a RIF
Once you’ve addressed the immediate needs, the personal development focus should switch to boosting teamwork and retention through relationship-building efforts.
Establishing a conducive environment for collaboration is crucial to address challenges that stem from uncertainty. While manager connections are essential, team connections are equally meaningful in fostering engagement. Leaders should be encouraged to create opportunities for connection within their organizations, ensuring that team members can forge and maintain meaningful relationships that contribute to a thriving and cohesive work environment.
During the first 60 days after a RIF, personal development focusing on collaboration is critical for long-term success. “Fun” classes that let people learn something new together can be perfect during this period. Examples include:
Once your organization has created the mental capacity and safety to allow for connection, consider adding corporate training that offers strategies for productivity and efficacy. Look for classes on topics like:
- How to be organized and productive
- Leading effective meetings
- Using AI to boost productivity
Fostering resilience + collaboration in the post-RIF period
After a RIF, organizations must prioritize rebuilding and strengthening relationships among managers and individual contributors. By actively creating opportunities for collaboration and connection, leaders can play a crucial role in ensuring a smooth transition and minimizing the negative impact of the RIF on team dynamics.
Motivate your people. Future-proof your business.
Employees want their companies to see them as whole people during times of uncertainty and throughout the year. That’s why impactful learning programs are proven to boost wellbeing, productivity and retention.
With Electives, you can design a learning program that aligns with your company’s unique needs to equip your team with the knowledge and skills to overcome any challenge and leverage every opportunity.