Today’s Tuesday Reading is by Erika Shoffner, MOR Associates Facilitator and Coach. Erika may be reached at [email protected] or via LinkedIn.
In last week’s Tuesday Reading, Brian wrote about meeting the moment, especially challenges pertaining to talent. He shared strategies to consider when financial constraints make it evident that people will be impacted.
This week, we focus on tangible considerations in your talent strategies that can support those directly impacted, as well as those remaining, when tough actions such as layoffs occur.
As leaders, we recognize a successful organization needs an effective talent strategy. People are, after all, the most valuable asset. So having a thoughtful approach to managing, supporting, and taking care of your people should feel like a no-brainer.
In my experience, many believe that a talent strategy means hiring the right people, onboarding them effectively, and finding ways to help them grow. While that’s certainly true, it’s only part of the picture. In challenging times when talk of staff reductions is more common than conversations about hiring, what does a talent strategy really look like? And what does talent management really mean?
Talent Management
At its core, talent management is about taking care of your people. It guides how we support employees through every stage of the lifecycle: from recruitment and onboarding to, when necessary, offboarding.
When possible, offboarding happens through voluntary exits or retirements. But sometimes the process involves layoffs or terminations, and that’s when talent management is truly tested. These moments can feel like uncharted territory. Many organizations that have gone through these have painful stories to tell. When things get difficult, it’s critical to go back to the reason you created a strategy in the first place: to care for your people.
And in these situations, there are always two populations to consider:
- Those departing – who deserve to be treated with dignity and respect. There is often far too little planning for how these moments will unfold. Take the time to carefully plan the days leading up to the conversation, the meeting itself, and the support that follows. Practice empathy and put yourself in their position: how would you want to be treated in such a difficult moment? Thoughtfully consider the timing, the setting, who should be present, and the words you’ll use. Provide space for the person to process, react, and ask questions. The way these conversations are handled leaves a lasting impression.
- Those remaining – who need support, reassurance, and re-engagement. Change and uncertainty can leave a lasting emotional impact, so it’s also essential to plan for how you will communicate and reconnect with your team. In your planning for the days leading to and including the layoff event itself, also consider when you will speak to those remaining, and what you will say. How will you also create space for their processing, reaction, and questions? Thoughtful timing, transparency, and empathy help rebuild trust and stability, laying the foundation for renewed engagement and focus.
How you treat both groups will shape your culture long after the event itself. Employees who stay behind will remember how their colleagues were treated, and if they feel unseen or unsupported, disengagement (and “quiet quitting”) can take root.
Taking care of your people is always core to your talent management strategy. In tough times like these, it becomes even more critical to step up these practices.
What You Can Do Right Now to Take Care of Your People
1. More One-on-Ones
These meetings are a chance for leaders to listen more intentionally. Try asking “stay interview”–style questions and follow up on what you hear. Inquire about what aspects of their work or role they enjoy, what gives them the most satisfaction. Small, consistent actions build trust. Remember: people don’t care how much you know until they know how much you care.
2. All-Staff Meetings
Leadership requires courage, especially in hard times. When information is scarce, rumors spread quickly. Visible leadership and honest communication are essential. Get your organization together to meaningfully update them and be open to questions. It’s okay to say, “I don’t know… yet. But I will find out.” Then, follow up.
3. Ask-Me-Anything Sessions
At one organization I worked in, the CIO hosted open “Ask Me Anything” sessions where employees could ask questions, no topic off-limits. These sessions gave employees access, transparency, and a sense of being heard. Frequently asked questions even helped shape the CIO’s communication strategy.
4. Consistent Communication
Silence feeds into uncertainty and uneasiness. Even when there are no new updates, share status on initiatives, revisit unanswered questions, and provide ways for employees to submit their own. Communication doesn’t need to be groundbreaking; it needs to be consistent.
5. Keep Context in Mind
Good intentions can sometimes come across as tone-deaf if timing or context is off. For example, buying pizza for the team might feel supportive, but the optics may not land well if job cuts are imminent. Also, sharing Employee Assistance Program (EAP) information broadly is valuable, but without a sincere, personal touch, it may feel hollow rather than caring. Always pause to consider how actions may be perceived given the broader context.
6. Lean on Your Network
You don’t need to go through challenges alone. Many of your colleagues have navigated similar situations and can provide support and share lessons learned. Tap into your professional network so that you don’t reinvent the wheel, and instead gain perspective and guidance. Keep your own well-being in the forefront, as these are some of the most challenging responsibilities you will be asked to take.
Final Thought
The work of taking care of your people starts long before a crisis. Developing strong, authentic relationships and building trust are harder to build during a layoff. They must be nurtured continuously, across every stage of the employee lifecycle.
Taking care of your talent isn’t a one-time event. It’s a journey; one that begins with a single, sincere step and continues every day.
Is your organization facing layoffs in this challenging time?
Last week, we asked how you want people to look back and remember how you led during this difficult time.
- 40% said valuing and empowering the team.
- 20% said maintaining stability and predictability where possible.
- 19% said supporting growth despite adversity.
- 11% said cultivating deeper resilience in staff.
- 10% said navigating tough times as efficiently as possible.
Valuing and empowering the best in people. By far our most common response, this rings true regardless of the circumstance. Periods of growth, of stability, even in reduction. Valuing and empowering others is a constant.