How can HR re-engage redundancy survivors?

The problem I work for a large services firm. We recently had to restructure and lose a third of our workforce. Although the business was initially pleased with the savings generated and the professional way we helped people to exit the business, our recovery is far from secure. I think this is because our staff, previously motivated to go the extra mile, don’t feel they belong in the restructured organisation and are working to rule in effect, doing the minimum required. Several key people are planning to leave, while reduced productivity is undermining our recovery. How do we re-engage them? The advice Isabel Chadwick Managing director, CMC The good news is that, by helping people to make a professional exit from the organisation, you’ve already demonstrated that you’re a caring and considerate employer. The challenge now is to accept that, although restructuring achieved the financial objectives put in place, it failed to deliver several HR objectives that must now be met if the cost savings are not to be undermined.In the first instance you must set a clear objective to “re-recruit” as many employees as possible who, in your opinion, are essential to the future of the organisation. These individuals were clearly retained throughout the reorganisation for a reason, so it’s essential that you share this with them and explain their importance to the business. Share the organisation’s recovery plans and create personal development plans that are closely aligned with these, as well as their own career and lifestyle ambitions. Whether they want to achieve promotion by a certain date or work more flexibly, linking their personal goals to the organisation’s goals will greatly enhance their desire to stay.