A subtle form of workplace hostility? EA professionals can encourage employers to adopt a beneficent approach to mass layoffs and avoid the long-term scars caused by "show-them-the-door" tactics.

According to the Bureau of Labor Statistics, the number of layoffs and the number of individuals affected by them have increased more than 50 percent over the past eight years, to more than 1 million "initial claimants for unemployment" per year. (1) Given the dramatic increase in layoffs, it makes sense to examine whether a method of termination that has become common practice (and is perhaps well intended) may be discriminatory and perhaps a subtle form of hostile behavior on the part of the employer.

While not all employers implement what I call the "show-them-the door" method of termination, the following scenario occurs in many organizations. A department head or supervisor calls designated individuals into a conference room, either one by one or as a group, and gives them a brief talk along with some forms or documents describing the terms of their discharge, benefits package, etc. A supervisor, security guard, or other type of monitor then accompanies the terminated employees to their individual workstations, helps them pack their personal effects, and ushers them out of the workplace with a clear suggestion not to return.

In many organizations, this has become the standard termination process. When asked why they use such tactics, employers often make vague references to security and/or protection of intellectual property or express concern about physical disruption to the workplace. They may also suggest that seeing laid-off employees "moping around the office" might have a demoralizing impact on remaining workers.

I liken this strategy to the practice of racial profiling--that is, responding to and/or classifying an entire group of people on the basis of behavior by a very small percentage of that group. It is as if a work organization operates by the following philosophy: "You were a good and trusted employee yesterday, but because today we decided to terminate you, we don't trust you anymore and must treat you as a potential criminal."

Further, if the goal is to protect remaining employees from the emotional turmoil of a layoff, this methodology may cause more problems than it solves. In his book Healing The Wounds, David Noer labels people who survive a layoff "survivor-victims" and says they experience feelings of survivor guilt, anxiety about whether they will be terminated next, hopelessness about the random nature of events, and anger at the unfairness and seeming lack of purpose. Surviving workers often become disorganized and demoralized, which diminishes their productivity. Further, layoffs often create tension and conflict among the remaining workforce. (2)

So, as an antidote to the demoralization of remaining workers, "show them the door" is a failed approach to termination. The next question to consider is whether this method actually provides an increased level of security

Although no "hard" data support allegations of malicious behavior by laid off workers, we can speculate that having management personnel accompany laid-off workers to their workstations and then escort them off the premises may provide a certain degree of protection against reprisals. We can also speculate, however, that it may have an adverse effect on those who remain and witness this treatment of their colleagues. Further, there is an increasing correlation between layoffs and wrongful termination litigation, and the associated legal expense must be considered. (3,4)

A PERCEPTION OF FAIRNESS

One may argue that this method of termination, if not similar to profiling, is reactionary, possibly discriminatory, and borne of a shortsighted concern for security and liability Further, many forward-thinking companies have discovered that it is not necessary to use this method when terminating employees for cost rather than cause.

When an organization is forced to downsize, it should acknowledge that it is facing not just a fiscal crisis but an emotional one as well. The long-term influence of a downsizing on the total organization extends well beyond the departure of the designated employees. As a management training course for the Royal Canadian Mounted Police states, "Survivors tend to react more favorably when they believe that downsizing is being handled fairly. It is up to management to maintain that perception of fairness during times of transition." (5)

The following recommendations can help mitigate the organizational impact of a layoff:

1. Do not notify people on a Friday that they are being laid off. Unemployment offices are not open on weekends, and other resources for finding jobs--headhunters, resume services, and the like--are unavailable.

2. The holiday season is not a good time to terminate workers and deprive them (and their families) of income.

3. Inform workers on Monday, Tuesday, or Wednesday that they are being terminated. If they choose, allow them to come back to the office during the remainder of the week to pack their belongings, say their goodbyes, etc.

4. Hosting an informal brunch or lunch eon for the affected department(s) may be of benefit.

5. Allow terminated individuals to use their offices (or a designated location) for job searches. Provide computers, copiers, tax machines, Internet access, and other resources.

6. Provide outplacement services for the affected employees.

7. Make EAP services available to terminated workers for a month after they leave the company.

8. Have an EA professional conduct debriefings for small groups of remaining employees to discuss how the layoff has affected them.

9 Train supervisors or department heads how to deal with the transition. A great example of this was reported in The Wall Street Journal:

   "When slow economic activities
   plagued ... a small information
   technology firm, the executives
   decided to take a different
   approach to laying off employees.
   Instead of following in the footsteps
   of firms that slashed jobs across the
   board, provided skimpy severance
   packages, and offered little warning
   or preparation time to laid-off
   employees, Getronics decided to
   take a more noble and humane
   approach. Alter receiving coaching
   from an outplacement firm, (the)
   chief executive at Getronics decided
   to develop a 50-day plan to prepare
   for the job losses. He and
   other top executives at the firm
   learned how to 'break the news
   gently and deal with the layoff victims'
   emotional reactions.' in addition,
   the firm offered substantial
   amounts of severance pay and
   made sure that ... minorities and
   women were not disproportionally
   released. The total cost, including
   outplacement counseling and the
   cost to coach its executives, was
   approximately $150,000. This figure
   is small considering the enormous
   payoff the firm received in
   just knowing that it took a more
   sensitive and caring approach." (6)

10. Provide consultation and training to supervisors of departments that have been affected by the cuts. As David Gershaw writes, "When any transition occurs, supervisors' support of the workers is a critical factor. Workers need to have supervisors who are willing to listen and provide both emotional and practical support. If companies want the commitment of their employees, it would help to train their supervisors to provide support for the workers." (7)

11 Practice the 5 "As" of organizational recovery:

* Adopt an open, honest, and straightforward attitude;

* Encourage awareness of employees' reactions;

* Acknowledge the event and allow for the expression of reactions;

* Make supervisors available; and

* Express appreciation to all employees.

References

(1) Bureau of Labor Statistics, U.S. Department of Labor.

(2) Noer, David 1993. Healing the Wounds: Overcoming the Trauma of Layoffs. San Francisco: Jossey-Bass.

(3) Guryan, Barry. 2001. "Careful Planning Can Reduce Litigation Risk in Layoffs." The Journal of New England Technology, 19 (15).

(4) Cutter Consortium. 1998. "Current Litigation Glut Outcome of Early 90s Layoffs." Research Brief. Arlington, Mass.: Cutter Consortium.

(5) Royal Canadian Mounted Police. 1997. "Managing Transition: How to Avoid the Survivor Syndrome." RCMP On-Line University

(6) Lemba, D. "The Kinder, Gentler Way to Lay Off Employees." The Wall Street Journal, 13 March 2001.

(7) Gershaw, David. 1995. "Surviving a Layoff." From author's personal Web page.

Gerald Lewis is the director of Compass, which provides EAPs, training, and consultation to a wide range of employment settings. He is an international trainer and consultant and the author of numerous articles and two books. For further information, visit www.geraldlewis.com.