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I have placed 10-15% of my team into other jobs before it is time to reduce headcount. Therefore, I met my numbers and I ensured everyone had a job. What if I place people and my group was not going to be affected by the layoff? So what. I can either hire them back or I can hire a new person to take their place. The key is that everyone is still employed.

My team has seen this in action. At first they got scared, then they realized that as long as they reported to me, I would do everything in my power to keep them safe. The people I am forced to place, often come back. Nothing makes people work harder then the feeling of security.

If you had to layoff people despite your attempts then you can hold mock interviews, job reviews, and job placement services on your own time and dime. It is also advantageous to offer to write letter of recommendation for your employees. This can often help them get their foot in the door.

4. Bring them back.

The lack of planning in most big corporations lends them to often layoff and then re-hire for positions 90 days later. I believe it is an obligation of your as a Manager to do everything in your power to bring back those employees that had been affected by a layoff. An employee that has been displaced always takes president. First, they already know the job. It should be a no brainer. It also shows your loyalty towards those who have dedicated their services to the company at some point. Besides, you never know when YOU will be on the other side.

You should also keep a list of employees you have laid off. If in the future you have the chance to hire again. Call those employees and invite them to interview for your position.

5. Accommodate and Reward.
One of the most important things you have to do is keep your finger on the pulse of your team. You will find that the months leading up to and post layoffs will be a roller-coaster ride of morale. Therefore it is a good time to do a lot of accommodation and reward positive behaviors. I will also talk to each person individually about their feelings (weekly) and their performance. I remind everyone in person and in team meetings about the importance of staying positive and not spending their time "worrying about things they have no control over". Which is the best advice I was ever given.

6. Teach Everyone to be a Leader

This is the time to empower everyone to be a leader. In your individual meetings talk to them about the importance of staying positive, not just for them, but for their team mates. Give them the same advice you would be giving a peer Supervisor or Manager on managing the emotions and morale of the team. Empower them to help counsel and uplift their team. I even make it an performance objective for every person on the team to help raise morale. As a leader you can't do it alone. Open and honest communication is the key.

7. The Rest is Up to You

This is your time to stand up and take charge of your team and their future. How your perform now will be the REAL measure of your leadership. You can manage through crisis and you can still have a high performing and successful team in the process. When it is all over you will have gained a new respect from your team and your peers. My ability to manage through a crisis is what has landed me my last two promotions.

Learn more about this author, Ryan T.
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