I’ve been a survivor myself. After the last financial crisis in 2008, the company I was working for underwent a massive restructure and a good chunk of people left the organisation. Those people were friends and colleagues. Afterwards, there were those empty desks, the farewells, the last emails, leaving drinks, final meetings with people, the handovers – all the practical things associated with when people leave. But then there’s also that invisible loss, the psychological impact on those who remain in the organisation.
The Hidden Emotional Impact of Redundancy Survivor Syndrome
People who remain in an organisation after a restructure are often termed “survivors” and these colleagues may have been overlooked whilst you were busy focussing on supporting those at risk. The effects of redundancy on remaining employees can be profound and long-lasting, creating what’s known as redundancy survivor syndrome.
Shock and Disbelief: Even when redundancies are expected, they can send shockwaves across the organisation. People, even those who aren’t impacted, become fearful for the future. This shock can stay with people for quite some time.
Survivor Guilt: This is quite common – that notion of “well, why them and not me?” It’s a question lots of people can wrestle with. I know I did when I had to go through the process of applying for internal roles because my role at the time had gone as part of the restructure. Ultimately, I was the person who secured a role and other colleagues didn’t.
Imposter Syndrome: What I’ve noticed when supporting individuals post-restructure is that some people wonder “when will they get found out as not being as good as people think they are?” This is a common manifestation of redundancy survivor syndrome. Especially if they were in a scoring or pooling situation, they scored higher than their colleagues who have now left and they’re left thinking “am I really good enough?” This self-doubt and questioning of their own abilities is often one of the effects of redundancy on remaining employees.
Anxiety and Fear: There’s that constant worry of “am I next? Will there be more rounds? Can I trust this organisation?” This future uncertainty can be particularly triggering for people who’ve been made redundant before. Whilst they’re not impacted this time around, it can stir up those feelings of anxiety from the past. This really highlights the effects of redundancy on remaining employees – even though they’ve kept their jobs, the psychological impact lingers.
When Organizations Don't Address Redundancy Survivor Syndrome
When organisations don’t address these emotions, engagement suffers. People can mentally check out, productivity drops. You might see an increase in people resigning, usually top performers who are confident they can get a job elsewhere. Understanding the effects of redundancy on remaining employees is crucial because these people might decide to leave if they don’t like the way change was handled.
I worked with one company where some employees had had to reapply for their job five times in three years. They were weary, tired, wondering “when will this happen again?” and “what more do I need to do to prove that I can do this job?” This is redundancy survivor syndrome at its most extreme, when repeated restructures leave people emotionally exhausted and questioning their worth.
Understanding What Drives People During Change
David Rock’s SCARF Model explains how people react to change by looking at five key areas: Status, Certainty, Autonomy, Relatedness and Fairness. During restructures, many of these elements are threatened, which can lead to disengagement. This is why your communications with survivors need to help people feel valued, in control, clear on their role, connected and fairly treated.
Practical Strategies to Support Survivors and Address the Effects of Redundancy
- Give People Space to Process: Allow time to acknowledge the loss, the confusion and the grief. Help people normalise these emotional reactions. People need to let go of and come to terms with what they’ve lost – whether that’s colleagues, old ways of working or even a different location. Addressing survivor syndrome after redundancy starts with acknowledging these very real emotions.
- Provide Clear Direction and Purpose: People want to know “where is this ship going and why should I stay on board?” Help leaders communicate a compelling vision for the future and each person’s part in that future.
- Plan Proper Handovers: Survivors often inherit responsibilities from people who’ve left. Without clear guidance or sufficient handover time, this can lead to confusion, resentment and that feeling of “we’re doing more with less.” Encourage line managers to carefully plan handovers so people understand their new responsibilities well in advance.
- Invest in Training and Development: If people are redeployed into new roles or expected to pick up unfamiliar tasks, investing in training sends a powerful message that you believe in them and are setting them up to succeed. Even when reducing costs, this helps rebuild the organisation and replace lost expertise. This investment also helps mitigate the effects of redundancy on remaining employees by showing commitment to their future.
The Crucial Role of Line Managers in Managing Redundancy Survivor Syndrome
Line managers play a vital role in supporting survivors but they’ve also had to go through a lot themselves during the restructure. They’re often the first to spot the effects of redundancy on remaining employees and need support to handle these conversations effectively. Set up confidential spaces for managers to talk openly about what they’re experiencing. Provide clear, timely communication so they know what they can share and when. Consider leadership coaching to support them in transitioning into potentially bigger roles with more responsibilities.
Why HR Visibility Matters More Than Ever
In my experience, visible HR presence is never more important than after a restructure. There can be a misconception that the HR team is only there when things go wrong. Walk the floor, join meetings, offer one-to-one chats. Get close to what’s going on – how is the change landing? Understanding the effects of redundancy on remaining employees requires this hands-on approach. It’s a perfect time to build relationships and act as that business partner whilst addressing any signs of survivor syndrome.
Moving Forward Together
Redundancy survivor syndrome is real and the effects of redundancy on remaining employees shouldn’t be underestimated. When you’ve delivered a restructure programme and poured everything into supporting those who are leaving, it’s easy to overlook those who remain. But supporting survivors will ultimately help individuals, teams and the whole organisation move forward quicker.
Remember, these colleagues have watched friends and colleagues leave, inherited additional responsibilities and are navigating uncertainty about their future. The effects of redundancy on remaining employees can be just as significant as those experienced by people who actually lose their jobs. They deserve the same compassion and attention you’ve given to those who’ve left because ultimately, they’re the ones who’ll be rebuilding your organisation’s future.
Addressing redundancy survivor syndrome isn’t just good for employee wellbeing – it’s essential for business continuity and future success.
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