Losing your job and starting again

Kent Rondeau, associate professor at the Alberta School of Business, was in his early twenties and working his first job at a pharmaceutical company when he – along with about 300 other employees – was brought into the company cafeteria and told he was being laid off.

More than anything else from that day, he remembers the wave of grief and sadness that immediately swept over the room the most. 

“It was something I’ve never forgotten, how emotional it is to lose one’s job,” said Rondeau. 

Whether you have been in a position for 30 years or three months, there is no denying that getting laid off can be traumatic. We reached out to three business faculty members for their perspectives and insight on being let go and re-entering the job market.

Give yourself time to grieve. 

According to Trish Reay, associate dean of PhD and research, it’s important to never try and diminish how difficult it is to be laid off, be it from a dream position or an in-between job.

“People don’t have to get over it right away; you can give yourself time to feel bad about the situation,” she said.

Rondeau even said that losing a job is akin to experiencing a death or a loss – you need to allow some time for grieving.

“You need to go through the stages of anger, sorrow, grief, acceptance and then hopefully, you come out of it in a more positive way,” he said.

Find a support system.

To deal with the stress that comes with a sudden loss of employment, Rondeau said to find a support system with whom you can communicate your feelings and anxieties that come with having to suddenly re-enter the job market.

“The reality is, we are social creatures, and we need to be with others during times of grief,” said Rondeau.

Plus, he said, even though losing a job can be an isolating feeling, most people tend to be kind, receptive and available to help with re-entry strategies, including former employers.

Take advantage of outplacement services. 

Rondeau said that many organizations undergoing restructuring or large-scale layoffs offer comprehensive outplacement services – such as severance, resume preparation or even counselling — but too many people do not take advantage of them.

Even if the decision was driven by the organization’s budgetary or fiscal realities, a layoff or job loss will often feel like a rejection; many employees immediately attempt to distance themselves from their employers. But that’s a misplaced feeling, said Rondeau. 

Further, according to Ross Bradford, lecturer in the department of strategy, entrepreneurship and management, it’s a good idea to get legal advice before accepting a severance package if one’s being offered.

“Understanding your common law rights can be more extensive than what’s laid out in any employment standards code,” said Bradford.

Avoid burning bridges.

Who knows what the future holds in terms of employment opportunities, so it’s important to leave on a high note in case there’s an opportunity to come back in the future, said Bradford. Plus, referrals and networks are the most common ways people are recruited these days. 

“Leverage your contacts and be persistent (when applying for jobs),” said Bradford. “Being rejected means that position wasn't right for you.”

Rondeau added that there is no reason to feel embarrassed or ashamed about your experience.

“I don’t know what it is about human nature, but we tend to think the negative things that have happened to us, we’ve brought them on ourselves, but that’s not always the case,” he said.

Consider a new job a learning experience.

It’s impossible for everyone to be skilled at everything on a job task list, especially at the beginning.  And according to Bradford, people in new positions should not be afraid to ask questions since it tends to show initiative. 

But showing initiative in a new role is also why it’s crucial to go above and beyond the skills and tasks listed on the job description.

“Be willing to take some ownership for your training and orientation and be willing to discuss what you would like to learn,” said Bradford.

However, Reay said those in managerial positions need to remember the amount of personal time and energy required of new employees in those first few months. Beyond learning the day-to-day tasks, the new employee also must familiarize themselves with the routines and culture of a new workplace.

“The best thing supervisors can do in that situation is to give new employees a chance and not to make too many judgments for the first three months,” said Reay.

Understand that it’s hard to do the laying off.  

While most people know how much it hurts to be laid off, Reay said it’s important for employees to understand that managers or supervisors often deal with inner turmoil and sadness if they’re the ones doing the laying off. 

“It is a very personally draining position to be in, and it’s equally as important for managers to have a support system in place to deal with that experience,” said Reay.

Remember the people left standing.

Rightly so, much of the immediate focus is on the people being laid off, but it’s equally as important for managers to remember the people left at the organization.

“The people whose friends have just been laid off, they are going to be grieving or angry and will have to adjust to a new workplace without others who have been working with them,” said Reay. 

It can be complicated being supportive and encouraging to the remaining staff if an organization is experiencing a period of transition and uncertainty. But even if the leadership team cannot share everything with their employees, Reay said employees will value transparency and being treated with respect.

“You can be sad about the people you’ve laid off, but the reality is that the people left should be your primary focus as quickly as you can,” said Reay.

Foster a positive work environment.

If organizations are undergoing restructuring or budget cuts that result in significant job loss, it’s often not conducive to a productive and positive work environment. It can be helpful if managers encourage staff to focus on key aspects of their work, rather than the jumble of the administration above and around them. 

“Every workplace will have their own focus of what matters the most, but during a period of transition, a good manager or supervisor will encourage staff to do the best they can, while feeling good about what they present,” she said.