Over the past quarter Beilby Rewards has questioned some of the fundamental areas of recruitment and retention. We asked you to examine how your selection process defines the culture of your organisation and if this matches your candidates’ expectations? We discussed why some people make the three month probation and others don’t, as well as the value of open feedback with a 360 degree emphasis. Finally, last quarter, we explored the subject of moving people out of an organisation and what can be gained from exit interviews.

This month we will round out the discussion by focussing on the people left behind after an organisation experiences a significant upheaval such as a re-structure and the effects it may have on your remaining workforce left standing in the wake.

To understand the effects of ‘Survivor Syndrome’ it might be easier to use the analogy of a sinking ship. For those left clinging to flotsam or huddled in a life raft, there can often be strong feelings of guilt and uncertainty. Why did they survive while others perished? Are there sharks circling and who will be next?

Following a major restructure, your employees could be feeling just as guilty, vulnerable or resentful and it’s the responsibility of the management to recognise these symptoms and provide clarity and leadership. Missing this life boat could mean further disruption to your workforce as these symptoms may become manifest.

Deborah King’s 1996 book “Learning to Live with Downsizing” lists some of the feelings commonly felt and their partnering behaviour.

High stress, mistrust, low self esteem and general uncertainty could lead to low productivity, increased absenteeism, risk aversion, and even acts of sabotage.

The critical question at this juncture needs to be “Can you identify the symptoms and can you act?”

Communication forms the bedrock in addressing concerns and depending on the scale of upheaval across the division or organisation, the style and extent of intervention will vary.

If people are feeling they may be ‘next in line’, maintaining communication and taking opportunities to engage can allay concerns. While transparency may not be possible before the event, afterwards it is critical for people to see there is a future for them in the organisation.

Survivor Syndrome sounds dramatic but understanding the threatening undercurrents, real or imagined, that your team may be experiencing after workplace upheaval is critical, lest you, as a manager, end up the only one in the lifeboat.