A recent article in the Harvard Business review by Marlo Lyons was called “5 reasons people get laid off” – I was a bit shocked because people are only retrenched when their position becomes redundant.
Yesterday the news told us that, in Australia, 20,000 people have lost their job since November 2023. So, the concern around whether you are vulnerable may be heightening. Its wise to build great connections at work and outside and keep your skills up to date – but should employees be worried about “reasons people get laid off?” Are there strategies employees should be utilising to “stay safe”?
On reading the article I found it made some good points so I will give you a short summary of the reasons it listed and my suggested strategies people can use to protect themselves.
It listed the 5 reasons as:
- Lack of skills advancement
- You’re an overseer not a do-er.
- Lack of visibility
- Lack of performance
- Offshoring and automation
Let’s explore each of these a little more and see what strategies employees can use to stay safe…
- Lack of skills advancement – this might preclude you from being offered re-deployment. Workers in IT, for example, without knowledge of AI may be at risk as their job requirements change. Stay up to date and always seek relevant professional development opportunities to ensure you’re at the forefront of change and therefore indispensable.
- You’re an overseer not a do-er. This could make you vulnerable if redundancies have to be made due to budget constraints – the hands on workers are often safer then than the layers of management above. Not much you can do about this if you’re a middle manager except ensure that your contribution is visible and stay well networked.
- Lack of visibility. If you’re not known then its possible people will think you’re not making a contribution. On the other hand, if you’re well known and well connected you’re more likely to be the one to be asked to stay to take on a new challenge – even if some jobs at your level are made redundant.
- Lack of performance. This should never be confused with redundancies but sometimes managers cant face a performance conversation or the challenge of providing feedback and target those they perceive to be low performers at times of redundancies. The key is to make sure you understand your managers perception of your performance, address underperformance and capitalise on your strengths so you shine. You may have to ask for feedback if it’s not coming!
- Offshoring and automation. If your job is likely to be targeted for offshoring you have 2 choices – make yourself ready for an international career where you manage the off-shoring – or move into a role or industry that will stay in Australia.
The author concludes “Building a reputation for being a valuable team member through your work and relationships is key to minimizing your risk of being laid off. Ensure your leadership and cross-functional stakeholders know your contributions and the impact you bring to the organization as well as where you’ve upskilled to stay relevant, which will help position you as an indispensable asset. This proactive approach helps ensure that your value is recognized long before any decisions about layoffs are made.”
If you wish to discuss redundancies and outplacement please call me at the earliest opportunity – Bridget 0477 016966 to see how I can assist you to plan and provide support to all those involved pre the announcement, onsite on the day and subsequently via outplacement consulting services.
If you would like a free tip sheet on managing the human face of outplacement and redundancy please email bridget@developmentatwork.com.au
For an information sheet about our outplacement services please email or call Bridget Hogg 0477 016966.