We’re three weeks into our focus on Reductions in Force, and naturally, our focus has been on those most impacted: employees who have lost their job. The same thing happens in organizations, and understandably so! However, we’re shifting our focus in this edition to the employees who are staying. This is a critical force that deserves attention, care and clarity. Their jobs are likely to change significantly, they are losing trusted colleagues and may have some real questions about the sustainability and viability of a long term future at the organization they love. Below are some best practices we’ve relied on when coaching and supporting organizations to ensure investment, engagement and effectiveness are addressed with employees still on staff.
First, assign a Captain of the Ship: someone who is focused on taking care of the current employees and keeping the organization on course. Might there be someone on your leadership team who is less impacted by the reduction in force, well suited to keep work moving? This could be someone with a smaller team of direct reports, an internally-facing Chief of Staff…someone who is ultimately on the hook for the experience of employees who are staying and ensuring big priorities are moving forward. We often see team leads or people managers responsible for managing the experience and work of all of their direct reports- which doesn’t always work. Naming another individual available to connect communicates stability and accessibility.
Get real about responsibilities for everyone, including what is being added, taken off, or moving for each person. We know and anticipate job responsibilities shifting due to a reduction in force. But too often, we see individual’s job responsibilities become bloated, lacking cohesion and including responsibilities outside the appropriate title band. (Think, adding an entire team of direct reports, managing a set of external relationships, or having your Program lead absorb all of fundraising goals.) Do a comprehensive audit of job responsibilities for each staff member to ensure everyone has an updated, accurate job description and an appropriate scope of work and compensation. Building off of these updated job descriptions, revisit compensation, bonuses, and other non-financial benefits to recognize added responsibilities. If there is an employee or group of employees that is taking on an increase in work of more than 10%, seriously consider compensating them for that increase.
Get better at saying “not right now.” This may be the quarter (or the year) where you say no to things. Sitting together as a newly formed organizational team to make tough calls about what is essential to your organizational mission and vision, and saying goodbye to programs, practices, or events that you just don’t have the capacity for will go a long way in communicating your understanding to the staff who stays.
Finally, anticipate more transitions. When an organization goes through a reduction in force, we tell our clients to anticipate another 10-20% of staff to turnover due to instability. Reductions in force ask a lot of everyone at the organization, so please do not forget to do the same thing for yourself.
And, know you’re not alone! We’d love to partner with you as you figure out the best strategic steps for yourself, your organization, and the new iteration of your team. Schedule a consultation call with us to see how we can best support you and your organizational needs.
