Redundancy announcements are depressingly regular in the current economic climate and it is natural for employers to be primarily concerned with those losing their jobs. Organisations often provide time off to look for alternative work and access to outplacement services for these employees.

But neglecting those who have made it through a reorganisation poses its own risks. Although they still have their jobs, the “survivors” of redundancy may experience greater pressures owing to changed work patterns and increased workloads. Morale may dip, too, if employees have lost good colleagues. This kind of “survivor syndrome” may be cultivated by businesses accidentally.