Recognizing the damage to morale and productivity that can be triggered by corporate downsizing, the Conference Board is investigating ways to help employers manage so-called "survivor syndrome."
"The downsizing action itself pits a management team's interests against employees' interests, essentially promoting an 'us against them' atmosphere," warns Stephanie Creary, research associate in human capital at the Conference Board and co-author of a new report, "Mission Accomplished? What Every Leader Should Know about Survivor Syndrome," which is available to members only.
But successfully managing survivor syndrome means more than just making remaining employees happy, Creary asserts.
"It is about taking a stratetgic approach before, during and after the downsizing so management teams will be able to extract greater employee motivation, engagement and productivity, and foster the performance of the business over the long term."
To address survivor syndrome, Creary suggests that employers boost internal communications by taking advantages of company blogs, staff meetings, brown bag lunches, etc. She also recommends that managers encourage employees to participate in stress management initiatives provided by company-sponsored EAPs.
