The many facets of the management decision to downsize will surely grant us years of debate material. Was it the right decision? Did the company benefit in the long run? Are the shareholders satisfied, not only with the financial performance, but with the citizenship role the company plays with its employees and the community? Has the company identified and implemented a new "employment contract" to replace the "psychological contract" which for so many years allowed for the exchange of loyalty and commitment for job security? Is there a fair and equitable system for rewarding and compensating all employees?

Since the 1980’s companies have been selecting downsizing as the best alternative available to allow them to achieve the desired goal of improved productivity and performance. Over 15 years later, we’re still questioning if this "management prerogative", used in good times and bad, is the answer. In article after article the message is repeated ... capitalism at the expense of human lives. And I’m not just talking about the lives of those employees who lose their jobs.

Downsizing also impacts the ones who are staying with the company, even if only until the next round of layoffs. These are the ones who must watch their co-workers leave knowing full well that they’ll be expected to pick up the workload for the staff that has been dismissed. These are the ones who will also be waiting and watching for the "other shoe" to drop. When will it be their turn? These employees struggle to be productive and empowered while having a tug of war with their emotions as they redefine for themselves loyalty, trust, dedication and commitment. In fact, the variety of symptoms evident in the behavior and characteristics of "internal survivors" has taken on a name of its own: survivor syndrome.

Employees surviving a downsizing experience are often seen displaying some or all of the following characteristics:

• narrow-minded
• risk aversion
• low productivity
• reduced commitment
• increased resistance to change
• low morale
• high stress level
• increased fear of job loss
• higher absenteeism
• distrust of management
• loss of loyalty
• loss of pride
• role confusion/conflict
• acts of sabotage

The virus of survivor syndrome begins with the realization of a deep violation — a feeling like having the rug ripped out from under them. They believed that doing a great job, going the extra mile and having a deep sense of commitment would be exchanged for an opportunity to work until they were ready to leave or retire. This violation provides the opportunity for the infection of survivor syndrome to start. The infection is fueled by the roller coaster the surviving employees finds themselves on: repressed feelings, lack of communication, loss of support systems, additional work assignments and fear of the future, to name a few.

There is no quick fix to survivor syndrome. But there are lessons to learn from the pioneers who now find themselves struggling to recapture the spirit of this survived workforce and motivate them to work together as a more empowered workforce in a new relationship of expectations and obligations. A four-level intervention developed by David Noer suggests the following steps:

1. Start at the beginning. Address the processes of how the layoff is handled. Treat employees, the ones leaving and the ones staying, with respect and dignity.
2. Provide the internal survivors with the opportunity to grieve for what they have lost. Yes, it is important to focus on the future, but that should be coupled with an honoring of the past.
3. Allow the surviving employees the chance to do "good work". Not work that pleases the boss, but a task that they can derive satisfaction from and contribute to the overall performance of the group.
4. Build a new employment relationship that fosters independent employees in place of the caretaking and dependency of the old employment relationship.

There are alternatives to downsizing. But when it is determined to be the alternative of choice, management should not only plan for severance pay and outplacement support. Planning and caring for the employees who will remain is just as important to the future of the company. Encourage your managers to be proactive with communications and facilitating emotional release in order to minimize the impact of survivor syndrome. David Noer begins his book Healing The Wounds with a powerful image.

Let’s learn from the actions of others and avoid the abusive side of downsizing: "It begins with a deep sense of violation. It often ends with angry, sad, and depressed employees, consumed with their attempt to hold on to jobs that have become devoid of joy, spontaneity, and personal relevancy, and with the organization attempting to thrive in a competitive global environment with a risk-averse, depressed work force. This is no way to lead a life, and no way to run an organization".