The headlines have been full of large-scale layoffs at iconic Canadian companies like the CBC and Shaw Communications. Companies undergoing economic downturns or large-scale reorganization initiatives may be tempted to put aside Employer Branding; believing these initiatives may look like a “frill”. The opposite can hold true.
Real employer branding is about the authentic employee experience; and employee connection to the organization can be massively impacted by how they experience the company managing through times of crisis. Paying attention to your employer brand during layoffs is critical.
Communication Plans
Ensure the organization has a strong communication plan both internally, and for large layoffs – a strong external communication plan as well. Review all your current collateral and communication strategies, to be sure that you acknowledge what the company is going through. It will be important to adapt the brand messaging to meet the new mood of the organization.
Brett Minchington, internationally recognized Employer Branding expert, shared his advice on managing through a downturn, “Use the time to get good stories about your employment practices out into the media, and most of all, stay focused on the tasks at hand, keep an open mind to what’s reported in the media about the crisis and let your staff feel confident you have a well thought out strategy for managing the company through the next 12-18 months.”
All communications – from in-person meetings to group-wide emails or public relations and social media campaigns should be consistent with your brand and is as transparent as possible.
Reflect your Brand Through the Transition
An adjustment period follows any major change. Remember to ensure that your brand is reflected during your organization’s transition phase. Wherever possible, find a meaningful link between the reorganization and the main benefit of your employer brand. Check in with your employees and continue to reinforce the EVP. Involve the leadership team in hands-on mentoring to increase team engagement. Provide learning opportunities for individuals taking on new responsibilities. Be sure your leaders are taking the time out to recognize successes along the way and celebrating those accomplishments.
Treat Employees Well
The circumstances will be difficult enough for everyone without creating a confrontational layoff situation. Review any transferrable skills to see if there are employees that can be reassigned to new teams. Treat employees who are leaving with respect and gratitude for the work they have done for the organization; provide honest feedback about what other opportunities may be open to them; and a clear understanding of what support they will have available to them.
Be sure to treat the employees who remain with compassion; the company will be counting on them to continue moving the organization forward in the absence of their colleagues. Provide coaching to all the leaders in the organization on how to present the difficult information but also consider coaching on what not to say, to help them support their remaining employees.
Clear, open lines of communication across the organization will help to mitigate the high level of stress that everyone will be feeling, and prevent the stories that get spread when people do not have all the facts. Employees, external clients, and vendor partners will be watching closely to see if the actions of the organization match the messaging.
