A job lost is a chance made

Redundancy need not mean being tossed on the scrapheap; rather, the time to build something better, says REBECCA WALSH.

For six weeks after he was made redundant, a client of psychologist Hanck van Bilsen pretended he was going to work.

Unable to tell his wife he had lost his job, he dressed every day for work then went to a park where he hoped no one would know him.

Only when the money started running out did the middle-aged man, who had been a manager in a big company, tell his wife and three children.

Redundancy may be an accepted part of the job market but its impact on workers and their families is no less devastating.

Mr van Bilsen says people who are made redundant experience emotions from anger and guilt to hurt and depression.

"People think, 'Oh my god, I'll never find another job, this is terrible, it's really saying something about me as a person that I'm being made redundant, that I'm an incompetent nincompoop'.

"Then there's the anxiety of, 'Will I be able to pay the mortgage, will I be able to survive on my savings?'

"Then there's extreme anger, 'How dare they?"'

People who have invested a lot in their job, who skipped weekends with the family, may be more vulnerable.

Keith Macky, lecturer in human resource management at Massey University's Albany campus, says that although there is no longer a culture of blame associated with being made redundant, many people's self-esteem plummets. Searching for a new job and being rejected may lead to feelings of hopelessness.

Middle-aged men in middle management are often the worst affected.

Those in the same job for many years who have not developed new skills and those with a lack of technological skills, can also suffer badly.

"Some people literally submit hundreds of CVs and receive little explanation of why they didn't get the job. The irony is, this is an incredibly talented group of people."

Reece Notton, executive director of DBM New Zealand, a human relations consultancy specialising in change and career management, says people need to remember it is the job, not the person being made redundant.

"Way back it might have been an opportunity to clear house but these days the focus is pretty much on the position and whether it's required in a new organisation. That puts a lot of very good people in the market.

"Employers recognise that. There's very little stigma attached. It's only in the minds of a few."

But what about the family? How they react to redundancy depends on their problem solving and communication skills and how their finances are affected, says Mr van Bilsen.

"If you are very well off and can miss the income of this job then it might be a dent in mum or dad's personal ego but it's not something that will prevent the family from functioning."

The partner and children of the redundant person may be angry about the change in their circumstances, especially if it involves dramatic change in lifestyle.

"I have seen children who started to avoid friends because they couldn't compete, for example, with the designer clothing any more.

"The parents are hung up in finding a new job or making ends meet and don't have the psychological resilience to teach the children how to problem solve that."

Children may blame the parent, saying they must have done something wrong to lose their job. And sometimes children treat their parent with disrespect because they are no longer able to provide for them to the same level.

The stress can be avoided in several ways, says Mr van Bilsen.

Talk to your family and treat them as a resource; not as the enemy.

If things have to change within the family, discuss it, do not make unilateral decisions.

Look upon the redundancy as an opportunity to examine whether you were doing the job you wanted to do.

He also warns people not to equate themselves with their job. You will still be the same person with or without that particular job.

Mr Notton suggests parents explain the situation to children as a positive.

"Usually if the parents don't have a problem with it, the kids won't."

He encourages those made redundant to stop and reflect before racing out and doing things they regret.

"You don't want to go out and burn all your bridges before you have crossed them ... Step back and gather your thoughts.

"Ask, 'What do I need to do from a financial point of view, a relationship point of view and for my career?"

People should look at the skills and contacts they have and use them to find new work.

Patience is vital, especially for those further up the corporate ladder, he says.

And age need not be a barrier.

"Have a look at the number of chief executives appointed in their 50s, there's probably more of them.

"For a lot of people who are made redundant, if they go through the right process, for the first time in their lives they are ... in control of their career."

An Auckland man, made redundant from his management position at a plumbing merchant last year, says he and his wife reduced mortgage repayments, cut down their food bill and did not make any big purchases while he was out of work for five months.

Although he was confident of finding a new job, which he did, there were difficult times, especially with two young children to consider.

He advises people who are made redundant to be honest with their family and face facts.

Getting out and "networking" in the industry also helps, he says.

Mr Macky says research has found there is plenty organisations can do to better manage downsizing.

Ensuring the process is fair and just, and that staff receive explanations about why certain positions are being removed is vital.

Providing support is also important, such as redundancy pay, retraining programmes, job-search training and budget advice.