How to Support Employees Who Remain After Layoffs

When an organization proceeds with a collective layoff or significant downsizing, immediate attention naturally turns to those directly affected by the decision. However, another impact—more discreet but just as critical—emerges among employees who remain. Often referred to as “survivors” in HR literature, these individuals may feel weakened, disoriented, or demotivated. They carry the weight of change, sometimes without adequate support. For organizations, this is a pivotal moment that will shape future stability.

In many companies, a significant proportion of employees who remain after layoffs experience a period of uncertainty, marked by a loss of direction, lower engagement, and a temporary dip in performance. These reactions are not inevitable. With thoughtful and well-calibrated support, both individuals and teams can recover and regain momentum.

Here are some concrete ways to maintain engagement among employees who stay.

Restoring Clear Direction

After layoffs, employees often wonder: What happens now? What are our goals? What is my role going forward? Prolonged uncertainty creates a sense of drift that undermines team cohesion.

Clarifying expectations, updating responsibilities, and reaffirming priorities are structuring actions. A dedicated team meeting, a restart plan, or targeted communications can help realign efforts in a common direction. Some organizations also find that revisiting the company vision, even briefly, helps restore a sense of continuity.

Practicing Transparency—Even Partial

Managers may not have all the answers. But avoiding questions or offering improvised reassurances can worsen tensions. In sensitive times, silence and ambiguity can be more damaging than honest uncertainty.

Sharing what is known, what is uncertain, and what is still under consideration strengthens credibility. This posture shows that leadership is assuming its responsibilities and remains present despite complexity. Such honesty provides anchors where employees may otherwise feel lost.

Acknowledging Human Reactions

The departure of colleagues—especially those who were valued or close—can trigger a real sense of loss within teams. Survivors may experience guilt, fear of being next, or anxiety about the future. These are legitimate reactions.

Creating opportunities for small-group discussions, opening informal exchange spaces, or offering one-on-one support allows employees to express emotions without trivializing them. This approach humanizes the transition period and sends a clear message: what you are experiencing matters.

Providing Proportionate Support

Not all employees need the same type of support. Some may require help reorganizing their workload, others emotional reassurance, and others clarity on future opportunities.

Possible measures include:

• One-on-one meetings to adjust priorities or clarify expectations
• Access to psychological support or an employee assistance program
• Short-term coaching with an external professional
• Workshops or learning capsules to navigate uncertainty

The key is to provide support without imposing it—creating conditions for initiative rather than rigid control.

Recognizing Effort and Engagement

In the weeks following a workforce reduction, remaining employees are often asked to keep moving forward with fewer resources. Recognition becomes crucial.

Saying thank you, highlighting contributions, acknowledging teamwork or initiative—these small yet authentic gestures directly boost morale. They also symbolize appreciation for those holding the line during a difficult time.

Reaffirming Cultural Anchors

In times of disruption, it may be tempting to rethink everything. Yet employees also need continuity. What stays the same can be just as important as what changes.

Reasserting core values, reminding teams of the mission, or preserving familiar ways of working helps employees reconnect with a sense of belonging. Simple actions—keeping a team ritual, celebrating a small win, or underlining what remains strong—help restore collective meaning.

Equipping Frontline Managers

Frontline managers are often on the front lines of layoffs, yet they themselves are affected by the reorganization. Supporting them is an indirect but powerful way to support teams.

This can include:

• Spaces to voice their own concerns
• Tools to hold sensitive conversations with employees
• Guidance to navigate the transition without burning out

When managers feel supported, they are better positioned to provide clarity, empathy, and leadership in their interactions.

Supporting Means Building the Future

Paying attention to employees who remain is not about repair—it is a strategic choice that looks ahead.

What happens in the weeks following layoffs has lasting effects on a team’s ability to rebound, employees’ trust in the organization, and overall talent retention. Caring for survivors is prevention. And prevention is leadership.

At Leduc HR, we support organizations in planning change with care—considering both those directly affected and those who remain.