In human resources, the term “survivor” is used to describe employees who remain in their jobs after a wave of layoffs or workforce reductions. While the word may seem strong or poorly chosen, it is widely used in HR literature to reflect a well-known workplace reality: staying on when others leave can create both human and organizational imbalance.
The concept of the “survivor” emerged in the 1980s in organizational psychology research, during a time when many North American companies were undergoing large-scale restructuring. The term was used to capture the emotional state of remaining employees—a mix of relief, guilt, uncertainty, and sometimes demotivation. It also evokes the idea of a collective shock that requires recovery, even for those who did not lose their jobs.
Survivors are the employees who remain after a collective layoff. They see colleagues leave, witness their team’s reorganization, and must continue to move forward in a significantly altered environment. It is not uncommon for them to inherit a heavier workload, new responsibilities, or a workplace climate colored by worry.
Survivor syndrome refers to the set of emotional, psychological, and behavioral reactions often observed among remaining employees. Common signs include:
These reactions are natural and deserve recognition. However, if left unaddressed, they can harm engagement and long-term stability.
Overlooking the effects experienced by survivors can lead to:
In short, supporting survivors helps protect organizational stability, workplace culture, and the ability to recover after difficult times.
Some effective approaches include:
Employees who remain after a layoff also experience a form of transition. They play a key role in what comes next. By supporting them with respect and consistency, organizations actively preserve engagement, workplace culture, and business continuity.