In the wake of organisational restructuring, redundancies or economic downturns, employees will likely face some challenging emotions. Among the ‘survivors’ who remain employed, feelings of guilt, anxiety and frustration can surface, often referred to as ‘survivor’s guilt’. For HR professionals, addressing this issue with sensitivity and care is vital, not only for individual wellbeing but for maintaining team morale and productivity.
Survivor’s guilt can manifest in various ways, from disengagement and burnout to resentment or fear of further job cuts. A study by the American Psychological Association highlights that nearly half of workers who survive layoffs report an increase in their stress levels, impacting engagement and job satisfaction. Similarly, research has shown that increased job insecurity as a consequence of restructuring has been associated with increased levels of burnout, poor psychological health and emotions such as anger. Therefore, HR leaders must equip themselves with the skills and tools to support employees through these complex emotions.
Acknowledge their feelings
The first step in addressing survivor’s guilt is to openly acknowledge its existence. Many employees may be hesitant to express their feelings, fearing that they may seem ungrateful for their personal job security. HR teams can create a safe space where employees feel comfortable discussing these concerns without judgment.
Encourage managers to hold one-on-one meetings where employees can talk about their emotions. Demonstrating empathy and validation can go a long way. Research has proven that organisations will benefit from greater employee morale, motivation, productivity, creativity, and clarity when leaders listen effectively.
Provide clarity and reassurance
Uncertainty often exacerbates survivor’s guilt. Employees may fear that additional layoffs are imminent or worry about increased workloads as a result of staff reductions. HR leaders must communicate transparently about the company’s direction and plans. While it’s not always possible to provide definitive answers, clarity on the organisation’s recovery strategy can reduce fear and speculation.
Take the time to check in with employees, ensuring they’re aware of any new responsibilities arising from recent restructuring, and hear them out if they’re feeling overwhelmed. Reassurance about job security, along with a clear outline of the next steps that the business will be taking, helps survivors focus on their roles rather than dwell on uncertainties.
Focus on resilience and support
To mitigate the long-term effects of survivor’s guilt, HR professionals should actively support employee resilience. Providing access to mental health resources, such as employee assistance programmes or counselling, can offer the tools employees need to navigate these emotional challenges.
Additionally, promoting a culture of peer support through initiatives like mentoring or peer-to-peer check-ins can be invaluable. The World Health Organisation suggests that workplaces promoting mental health and resilience will see a reduction in absenteeism and burnout. Building a network of support within teams ensures that employees feel they are not alone in facing these difficulties.
Restore a sense of purpose
Survivor’s guilt often stems from the feeling that one’s job is now a burden rather than a privilege. It’s essential to reframe the narrative by helping employees rediscover a sense of purpose in their work. HR can collaborate with leadership to set clear goals and highlight the impact employees can have on the organisation's recovery and growth.
Gallup research shows that employees who understand how their role contributes to the company’s mission are more likely to stay engaged and committed to their work. Re-establishing purpose can produce motivation, helping employees refocus on the future rather than the past.
Conclusion
Navigating the emotional aftermath of organisational change is no easy task. Survivor’s guilt is a complex issue that requires thoughtful, compassionate responses from HR leaders. By acknowledging employees' emotions, providing reassurance, fostering resilience, and restoring a sense of purpose, HR teams can help rebuild both individual and organisational strength. In doing so, the workplace can emerge stronger, with employees who feel supported and valued as integral parts of the organisation’s future.
Rebecca Siciliano is managing director of Tiger Recruitment
