Pastoral Care in a Surplus Staffing Situation
Losing a job can be a major event in anyone’s life.
For staff members whose positions have been identified as surplus, the process of change is expected to be difficult.
When faced with significant changes, it’s natural to go through a cycle of emotions, from initial shock and grief to eventual acceptance and planning for the future.
How an individual is treated during this period can significantly improve the situation for all involved.
What can you do to help?
At first, fear, anxiety, and even anger are common reactions. Staff might question decisions and procedures, and principals or boards could face criticism. It's important to understand and accept these feelings as a normal part of the process.
As a principal, you can help by empathising with staff members, putting yourself in their shoes, and considering how they would like to be treated. This isn't the time to explain the difficulties you’ve faced in making the decision; it's about showing understanding and support.
During this stage, affected staff members might struggle to maintain their energy and commitment. Depression can be a part of this, so senior staff are also responsible for ensuring support is available.
By sensitively managing the overall process, you can help staff with acceptance and future planning, especially if they choose redeployment. Encourage creative thinking, but don't expect them to take all the initiative.
Confidence and positivity from leaders can also be helpful in moving towards acceptance:
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Be positive and affirming in communications
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Maintain an open manner to questions and concerns
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Demonstrate empathy and understanding
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Reassure affected staff that they will be supported and receive statements of service, testimonials, help with their CV, and a good reference.
As affected staff prepare to leave, engage with them about how they would like to be farewelled, ensuring their contributions are recognised. Leaving is a significant rite of passage, and it's vital that everyone feels good about it.
Staff should also be informed that the board will pay for an agreed amount of counselling and assistance.
We recommend EAP Servicesopen_in_new for both individuals and larger groups.
Questions a principal could ask
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What tone do I need to adopt in my communication with staff?
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Where can I refer staff for help in updating their CV?
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Do I need to brief and upskill any senior leadership staff to manage their part of the process and their teams?
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Have I informed the board?
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Are there any operational policies that must be followed to manage surplus staffing?
Templates, resources, and references
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