What do you do if your laid-off employees need career support and resources?

Senior staff should help all their subordinates in preparing their career sketch and updating it frequently. I have seen several professionals who are experts in their field, but possess a below par resume or an over-decorated resume made by paid resume writers. This is where a company can assist its staff, irrespective of a lay-off situation.

When laid-off employees require career support, offer comprehensive assistance: 1. Provide outplacement services and training opportunities for upskilling, alongside networking aid and job referrals to broaden opportunities. 2. Extend emotional support and financial planning resources, maintaining open communication and updates on available support. 3. Encourage self-reflection and goal setting for future endeavors, celebrating successes and milestones achieved along the way. 4. Continuously seek feedback for improving support services. Remember, every challenge presents an opportunity for growth and resilience. Together, we can navigate this transition and emerge stronger on the other side.

I'm unaware of any leader or manager, who likes to lay people off. It's uncomfortable. People rely on them. As a leader who has done a few turn-arounds, sometimes this is unavoidable. This is especially painful when good people cannot be supported by a business in poor condition or an economy that abruptly turns during the rejiggering (like 2009). For employees that are respectful of their fellow employees and understand that good leaders are trying to keep us all together and growing, I make a point of always "answering the calls" and trying to find a contact for whom their skills will add value all around. I'm always very pleased when somebody reaches out and I can help them...and their potential new employer. Cheers.

In the layoffs I have experienced, there is little to no outreach. First it feels like a shock, then there is the recovery, and finally the call to action. Rarely have there been resources offered to begin the next chapter. This is the kind of support that could be helpful. Mostly though people are left to their own planning for the future. I have often thought about the breakdown in trust in employment that occurs with layoffs and no further communication; especially, when a person has made many valuable contributions and there is no thank you party or good bye event to show appreciation and acknowledgement. This response can be contrasted with moving on parties, generally happy events of acknowledgement. Let’s do better!