How to Deal With Survivor Syndrome within Your Organisation

In Ireland in the present economic climate redundancy announcements are depressingly regular.  While the immediate sympathy is for the person who has become unexpectedly unemployed and their families, there is also an impact on the employees who are left behind within the organisation.

The remaining employees are seldom thought of as victims, but in a very real sense they are.  Many of them are experiencing anxiety, depression, fear and sometimes physical illness, what is known as survivor syndrome.  Survivor syndrome may be defined as: “a set of attitudes, feelings, and perceptions that occur in employees who remain in an organisation following involuntary employee reductions” (Noer 1993)

As senior management within organisations, we have to be able to identify the symptoms of survivor syndrome and put safe guards in place to help and support the remaining employees continue to be productive, motivated in their new and enhanced roles.

Once a company announces a restructuring or cost cutting measures, morale and drive within the organisation will suffer.  It is our responsibility to ensure that this does not have and overall negative or lasting effect on the performance of the business.

How can an organisation prevent against the negative effects of restructuring and tackle survivor syndrome?

• The first and most practical tip is to acknowledge that survivor syndrome exists within your organisation.
• Be realistic with the remaining employees, in the organisation – let them know what is happening in the business and what is expected of them.
• Keep the lines of communication open with employees at all levels and be visible within the organisation.
• Have some light hearted teambuilding exercises to help newly formed teams develop and grow together.
• Encourage employees to set realistic short term goals – this allows for morale boosting quick wins, to allow the organisation to grow and develop
• Invest in training, coaching or mentoring for remaining employees.  Each one of these interventions allow employees to recognise and develop their existing skill set and confidence to be able to complete new role and activities within the organisation.
• Ensure that managers and supervisors are alert to the early warning signs of employees under stress, and they have the appropriate supports to deal with the situation.

For the overall development and growth of an organisation, management have to acknowledge the existence of survivor syndrome, ignoring it will result in longer term, cultural and morale problems for the business.

If you have any queries about the content of this article, or would like to discuss the issues raised in it, please do not hesitate to contact me.

Orla Doyle, Training Manager, Innovo Training and Development, odoyle@innovotraining.ie  

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