The decision is made. Workforce reductions. Necessary for survival.
But here’s where we fool ourselves. We announce the cuts, then add a generous notice period because we “care.” Three months, sometimes more. Time to find their next opportunity, we say. Time to transition gracefully.
What actually happens?
Those staying behind feel the ground shift beneath them. Trust erodes. Productivity drops—research shows remaining employees experience a 20% decline in job performance, a 41% decline in job satisfaction, and a 36% decline in organizational commitment. They wonder: am I next?
And those who received notice? They’re wounded, disengaged, showing up but absent. Do we honestly expect enthusiasm? Excellence? The same commitment they showed before we told them they’re no longer needed?
So whom are we protecting?
Not those leaving. Extended notice periods don’t ease the betrayal or soften the blow. They simply prolong the discomfort for everyone.
Not the company. As Sandra Sucher of Harvard Business School found: “Layoffs are done for short-term gain, but the cost savings are overshadowed by bad publicity, loss of knowledge, weakened engagement, higher voluntary turnover, and lower innovation, which hurt profits in the long run.”
We’re protecting ourselves. Our conscience. Our ability to say, “We did the right thing.” We’re managing our guilt, not their transition.
If cuts are necessary, make them swiftly and humanely. Provide real support – outplacement, references, connections, severance. Then let people move forward with dignity, not linger in a space that no longer wants them.
The question isn’t whether to act. It’s whether we’re honest about who benefits from how we act.
Sometimes the kindest cut is the quickest one.
