Mitigating Survivor Guilt
With the Individual: Use one-on-one meetings as an opportunity reinforce your team members' value to the organization. When employees feel valued by their leadership and organization, they are more motivated and committed to the organization. During uncertain times, ensure your team each know how they "fit" - what contributions do they make to the overall goals of the team? Of the business? Ask what they need to do their job more effectively, especially during the challenging times. Be clear about how you can support them and follow through on your commitments.

All the communication in the world will not fix the economy. It is not intended to. Your intention is to keep everyone focussed on items within their sphere of control by providing accurate, relevant and timely organizational information as well as strong leadership support for their daily role. Reiterate you are all in it together, and you will strengthen your team.
It is possible to mitigate the effects of survivor guilt. Here are three tips:

1. Treat departing employees fairly and respectfully. Fair treatment may include workshops or coaching on transition services, such as resume writing and interview skills. By offering departing employees respect and support, the company communicates to remaining staff a message of valuing their people, which positivtely affects engagement.

2. Elicit the support of the entire (all levels) leadership team. A number of researchers, including Barling (1987), House (1981) and Walsh (2001), have identified the positive effect of a supportive leadership team during times of change and crisis. Managers and leaders become 'buffers', mitigating the negative impacts on employees which allows them to focus on their work.

3. Communicate thoroughly and frequently. Gaps in information after a change breed fear, mistrust and rumours. Communicate using a variety of channels and ensure the message is clear, complete and consistent. It will need to be repeated; it is natural to absorb information in stages during change. In between structured communications, managers and leaders may also want to initiate informal conversations, include a standing agenda item at regular meetings and practice an open door policy. Survivor guilt is a real occurrence in the workplace in the wake of major organizational change. Fairness, strong leadership and consistent communication will work to mitigate the negative impact on the remaining workforce, ensuring engagement and productivity remain high.