The problem
James was promoted to director of operations four months ago. His team respects him and expectations of him are high. However, business is slowing and redundancies are inevitable. Helen has been contracted as James’ coach to support him through the transition into his director post. She knows that how he conducts himself during the redundancies could either enhance or damage his standing, both with those who leave and with the “survivors”.
Although he has the support of a competent HR director, James is at a loss when it comes to managing the redundancy process. His confidence has started to slip as he contemplates giving bad news to long-serving older staff who will struggle to find new employment.
James has revealed to Helen that his father was made redundant when he was a child, and that his bitterness towards his former employer continued for years. James believes he will be seen as betraying the trust he has built with his people, and that he will lose the good will of the remaining employees. He would like HR to manage things but he recognises that this is not possible. How can Helen help James handle the redundancy process effectively?
The solution
Coaching In making employees redundant, James faces two key challenges: to handle redundant employees compassionately and within the law and to help the “survivors” come to terms with change and remain effective.
Both require application of the 4Cs: communication, clarity, compassion and consistency. As in any coaching intervention, Helen must first help James to be clear about the outcomes he wants from the redundancy process – for departing employees just as much as for those remaining – and about his role in it.
James will therefore need a vision for the future, and an understanding of the effect of redundancy not only on those who leave (he has seen for himself what can happen) but on the survivors too. With leavers, James needs to stay in touch with his sense of empathy, while working with HR to ensure that he delivers a clear and consistent message, keeps people updated, supports his managers and takes time to listen to individual issues. Cutting corners risks leaving people as bitter as his father was.
For the future, Helen’s role is to help James rebuild people’s motivation and confidence. He must stay alert to factors that will compromise this – decommissioning empty workstations quickly, for example, and keeping up communication once the leavers have gone. Those who are left behind often feel vulnerable and guilty. James’ priority now is to build a renewed sense of purpose and direction.
ANN LEWIS
Director, Ann Lewis
James has a real opportunity to engage the hearts and minds of his employees. “Authentic” leaders recognise how their past life experiences have shaped them, so I would encourage James to share his own story. By acknowledging his father’s redundancy and committing to supporting his employees through this difficult transitional period, he can build the trust and respect of both staff and colleagues.
It would be unrealistic and naive of James to abdicate all responsibility for the redundancies to the HR department. To increase his self-confidence he must ensure that he is properly briefed on the redundancy process and the likely psychological effects on the employees.
I would also encourage him to provide a series of workshops for all employees, both leavers and survivors, to give people the opportunity to talk and support each other, and to ensure that everyone still feels valued at this difficult time.
James could commit himself to making every effort to drive the business forward into greater profitability so that he can, if at all possible, re-employ those staff members he is currently having to make redundant.
In the longer term, I would encourage James to find a mentor or to join a local business network forum. This should prevent him feeling so alone in his new leadership role, and also feeling compelled to rely on his former peers for his emotional support.
Volume 4, Issue 2