As SFU's staff and faculty hiring freeze persists and APSA positions continue to be eliminated, some troubling issues surround SFU's people-centred approach in which these position eliminations are conducted.

While there are HR Strategic Business Partners who conduct these meetings with the care and compassion necessary for the circumstances, there are far too many instances where our members feel like SFU’s treatment of them is more punitive and less like they were valuable employees whose positions had to be eliminated due to a budget crisis.

APSA has noticed a trend of leaders rushing through position elimination meetings, reading from a script, and sometimes leaving meetings abruptly. The script reading and abrupt departure give members little or no time to speak to possibly the only person they may know at that meeting, both for reassurance and guidance.

During the mass layoffs and position eliminations last May, some members experienced being locked out of Teams channels, their names removed from email lists, and their names scrubbed from websites within hours of being eliminated. Sometimes, their office website was shut down and redirected to other SFU web pages. Sometimes messaging from the senior administration would be sent out about the eliminations, even as affected members are losing their jobs. Several of those same members received alarmed texts from their colleagues during their position elimination meeting.

Affected members also reported to us that the form letter from SFU that followed felt cold, that SFU only pays lip service to principles of equity, and that they felt treated like criminals. Members on leave received letters by registered mail.

The Impact of Position Eliminations

For many, losing their job, especially for no reason of their own, is often a stressful and uncertain time. Employees may grapple with feelings of insecurity and anxiety about their future. How an employer handles layoffs, however, can significantly affect the morale and reputation of the organization. If the elimination meeting feels people-centred to the members, anger toward the University is less likely. The HR business partners who do this well can expect that former employees will still think highly of SFU during this final transition.

APSA has made several recommendations to the SFU HR team, but we are still working on others. A former APSA member recommended reviewing this message from Airbnb’s CEO in May 2020. Amid the challenges brought on by the COVID-19 pandemic, the company had to make the tough decision to lay off a significant portion of its workforce.

Here are some key takeaways from Airbnb’s layoff practices which align with APSA recommendations to SFU.

Transparent Communication

Airbnb’s leadership made it a priority to communicate openly about the reasons behind the layoffs. They were transparent about what the meeting was about. They explained the financial pressures that resulted from the pandemic and emphasized that the decision was made with the company’s long-term health in mind. This transparency helped employees understand the context, reducing feelings of fear and uncertainty.

Respect and Empathy

During the layoffs, Airbnb treated affected employees with respect and empathy. They approached the situation with sensitivity, providing ample notice about the layoffs and allowing employees to ask questions, voice concerns, and share their feelings. The emotional impact of a layoff cannot be understated, and treating workers with dignity is crucial. Workers left feeling that they were a valued part of the organization. Allowing employees to say goodbye to their colleagues also goes a long way to making their exit feel more dignified.

Comprehensive Support

After announcing the layoffs, Airbnb offered a generous severance package that included extended healthcare benefits and career support. The company provided resources for job search assistance, including access to a network of recruiters and potential job opportunities. The CEO phoned other companies to request positions for former staff members. This commitment to helping former employees transition to new roles demonstrated a sense of responsibility toward their well-being.

While SFU does offer support through a third party and APSA policy has specific severance procedures, small gestures, such as keeping work laptops, where possible, and recognizing years of service, go a long way.

Feedback Mechanisms

Following the layoffs, Airbnb took steps to gather feedback from both departing and remaining employees. This included surveys and open discussions to understand their experiences better and make improvements for the future. By valuing feedback, companies can foster a culture of trust and continued improvement.

Position eliminations are challenging for everyone involved, most notably for the former employees whose lives will be most affected. However, how SFU approaches these eliminations can make a significant difference. By combining transparency, empathy, support, and a commitment to feedback, SFU can navigate these position eliminations in a way that honours its employees and strengthens its overall work culture.