Mitigating the Trauma of Being Laid Off

Experiencing a layoff firsthand — that is, being laid off yourself — can be traumatic. Because trauma can accompany layoffs, for both witnesses and those who are laid off, dealing with layoffs necessarily includes dealing with trauma. So let me begin there. Trauma is an emotional response to an event perceived to be horrible. Examples of horrible events include "…an accident, crime, natural disaster, physical or emotional abuse, neglect, experiencing or witnessing violence, death of a loved one, war, and more." [APA 2025]

The APA continues, "Immediately after the event, shock and denial are typical. Longer term reactions include unpredictable emotions, flashbacks, strained relationships, and even physical symptoms like headaches or nausea." These are serious conditions. They're serious enough that the public has a right to expect that those who have the power to make decisions regarding layoffs must also have an obligation to use that power responsibly.

Sometimes (and this might be one of those times) the most effective way to clarify an obligation to act responsibly in a given situation is to provide a handbook for acting irresponsibly in that situation. What follows are concise guidelines for discharging management responsibilities so as to create the greatest possible amount of offense and misery among the people laid off, their friends, associates, and families, and in society in general. Following each guideline, I offer suggestions to employees who might want to prepare for irresponsibly executed layoffs. In what follows, I refer to laid-off employees as "former employees" or "Formers."

Close off access to all facilities

Provide access only to those employees engaged in activities related to the layoffs: closing buildings, receiving recalled equipment, and escorting Formers to exits are examples. Provide escorts for Formers to retrieve personal property at a time convenient for the employer. Any Formers on premises at the time that facility is first closed down are escorted to exits. Formers operating employer's vehicles of any kind are instructed to return to base immediately.

How employees can prepare

As an employee at risk of being laid off, there are steps to take that mitigate the effects of building closures. Minimize the volume and weight of personal property you keep at work. If there are items of your own that you need at work, having duplicates at home reduces the need to retrieve any items that are at work. You then have less need (or no need) to enter the employer's premises after the layoff.

Lock down all data

All data needed to perform the functions of any Former must be locked down to prevent export. After the return to normal operations with trusted replacements for Formers, that data will be needed. Locking it prevents tampering in the interim.

How employees can prepare

Unless your employer explicitly forbids it (and most do), encrypt all data allocated to you to perform your function. You might need leverage after the layoff, and encrypting your data might provide it. Further, encryption reduces the chance that your employer might use that data in legal action against you after the layoff. Some people just delete whatever they were working on up to the date and time of the layoff, but if automatic backups were in place, deleting files doesn't cause the employer much trouble.

Squeeze Formers financially

Most jurisdictions regulate the timing of delivery of severance payments to Formers. Delaying payments by the maximum time consistent with regulations helps to limit the ability of Formers to protest or otherwise engage in activity harmful to employers.

How employees can prepare

Employees who expect layoffs to occur would be wise to reduce recurring personal expenditures and any personal expenditures not strictly necessary. Attend to health care issues while you still have employer-paid benefits.

Terminate access by Formers to employer-owned communications systems

Access by Formers to email systems, text messaging, and telephone systems (mobile and land-based) is terminated without notice or explanation. Any hardware in possession of Formers is electronically shut down. Any attempt to use any of these systems triggers a notification to users that further attempts to use them will be treated as trespass and prosecuted.

How employees can prepare

Establish your own communications infrastructure in advance of any layoffs: email, mobile phone, videoconferencing capability, home Internet access, well-equipped home office, and so on. Transport any data you need from work to home, such as telephone numbers, email addresses, passwords, or URLs.

Provide limited access to hotlines for questions

Limited telephone assistance is available, on recorded lines. Formers can call in for assistance, but there is no need for these lines to be staffed at levels needed for immediate service. Next-day service, four-hour recorded callback, or six-hour live callback should be more than sufficient. To the extent possible, deal with questions from Formers by recorded message.

How employees can prepare

Retain legal counsel in advance of the layoff. Consult with counsel about your rights and employer obligations. Learn how and what you can record, and what information you should capture during the layoff events and other related events.

Limit the ability of Formers to establish support groups

Employer's ability to control such activity is constrained, but less constrained than many believe. For example, the employer can usually prohibit the use of employer's brand names and organizational names. Formers run afoul of this prohibition when they name Web sites or discussion groups using the employer's name or trade names. And most Formers are resource-constrained. Employers can exploit this by initiating legal action against any Formers who take action to form groups that might present legal threats to the employer.

How employees can prepare

Consult legal counsel in advance of the layoffs. Seek advice as to restrictions regarding public-facing names of Web sites, social media accounts, and discussion groups.

Last words

Yours is not the only organization that has ever experienced layoffs. Consider joining an anonymous networking group to seek advice from people who've already traveled the path you might soon be travelling. Example: TeamBlind.com. And national publications (Web or print) occasionally publish lists of tips that might include something you haven?t thought of. Example: Forbes.com.  Top  

Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!

Footnotes

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Devious Political Tactics:

Devious Political Tactics: Mis- and Disinformation

Practitioners of workplace politics intent on gaining unfair advantage sometimes use misinformation, disinformation, and other information-related tactics. Here's a short catalog of techniques to watch for.

Some Hazards of Skip-Level Interviews: I

Although skip-level interviews have their place, they can be dangerous, explosive, and harmful to the organization. What are the dangers?

Some Hazards of Skip-Level Interviews: II

Skip-level interviews are dialogs between a subordinate and the subordinate's supervisor's supervisor. They can be both heplful and hazardous. Here's Part II of a little catalog of the hazards.

Narcissistic Behavior at Work: VIII

Narcissistic behavior at work can have roots in attitudes and beliefs. Understanding which attitudes or beliefs underlie narcissistic behavior can sometimes have predictive value. Among such attitudes or beliefs are those related to envy.

What Is Hypophora?

Hypophora is a rhetorical device that enables its users to deliver simple messages with enhanced power. But it has a dark side. The people who read or hear those messages tend to assess them as having more merit than they do.

See also Devious Political Tactics and Devious Political Tactics for more related articles.

Forthcoming issues of Point Lookout

Coming March 19: On Lying by Omission

Of the many devious strategies of workplace politics, deception is among the most commonly used. And perhaps the most commonly used tactic of deception is lying. Since getting caught in a lie can be costly, people try to lie without lying. Available here and by RSS on March 19.

And on March 26: Seven Ways to Support Word-of-Mouth About Your Content

Whether you're making a presentation or writing an article or a book, making your material more memorable is a desirable objective. After the talk, or after the reader sets down your work, what you have to offer will be accessible only if the auditor or reader remembers something about it. Available here and by RSS on March 26.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentSgXnAlNVWlhxNIJner@ChacAtZoEYrrmofzZnjPoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info