Layoffs are never easy. But the way they’re handled can determine whether a company emerges resilient or struggling with cultural and reputational fallout. INTOO’s recent global report, Culture in the Balance: Leading Through Layoffs Without Losing Trust, surveyed 2,200 employees and HR leaders across five countries. The findings revealed striking gaps between what employers think they’re doing and how employees actually experience layoffs.
Here are five statistics that stood out not only because they’re surprising, but also because of what they reveal about the stakes for culture, trust, and long-term success.
5 Surprising Statistics About Layoffs
1. 71% of employees would start job hunting immediately after a layoff even if they didn’t lose their jobs
Why it’s surprising:
Most leaders assume the biggest challenge of layoffs is supporting those who exit. However, this statistic suggests that the “survivors” may pose a larger risk. If nearly three out of four employees start looking for new jobs the moment layoffs are announced, attrition can skyrocket. Even high-performing employeess may disengage or leave, undermining the very cost savings the layoff was intended to achieve.
Takeaway:
Layoffs don’t just shrink headcount; they can destabilize the workforce that remains. Ignoring survivor sentiment leaves organizations vulnerable to a talent drain.
Action for HR leaders:
- Communicate clearly with the remaining employees about why the decision was made and what stability will look like moving forward.
- Reinforce commitment to their growth, workload balance, and well-being.
- Train managers to recognize and address “survivor’s guilt” and burnout.
2. 60% of employees say company leaders lack empathy toward employees who are being laid off
Why it’s surprising:
Many companies require managers to stick closely to scripts during layoff conversations—sometimes even forbidding apologies—to minimize legal or financial risk. While this approach is meant to protect the business, it can go too far. Employees often walk away feeling like the interaction was cold, transactional, and lacking basic humanity. That perception is only reinforced if the company fails to provide meaningful severance or outplacement support. In those cases, the “lack of empathy” isn’t just about what was said in the room—it’s about what tangible help, if any, followed.
Takeaway:
Scripts provide consistency, but over-reliance on them—combined with minimal benefits—sends a message that people are expendable. On the other hand, pairing clear communication with genuine support demonstrates care and compassion, even in difficult circumstances.
Action for HR leaders:
- Give managers flexibility within the script to speak authentically and with empathy.
- Provide visible support, such as outplacement services and fair severance packages, so employees feel cared for.
- Communicate to remaining employees that their colleagues are being supported—because survivors often judge leadership empathy by how they see their peers treated.
3. Almost half of companies have experienced retaliation on social media after layoffs
Why it’s surprising:
Leaders often focus on press coverage when thinking about reputational risk. But the most damaging stories don’t come from headlines; they come from employees. With platforms like LinkedIn, TikTok, and Reddit amplifying voices, even a single post can reach thousands of potential candidates and customers.
Takeaway:
Employer brand is increasingly shaped by employees’ personal narratives online. Retaliation can erode recruiting pipelines, customer loyalty, and shareholder trust.
Action for HR leaders:
- Strengthen communication before, during, and after layoffs to reduce feelings of betrayal.
- Proactively form the narrative and present it in authentic, people-first terms.
- Monitor online feedback to understand concerns, but avoid defensive responses. Showing empathy publicly can turn critics into advocates.
4. 91% of employees say they are not prepared to job hunt after a layoff
Why it’s surprising:
It’s easy for leaders to assume employees can “bounce back” quickly. However, for most, the skills required to find a new job, such as updating resumes, networking, and interviewing, aren’t used regularly. For some, it’s been years or even decades since they last looked for a role. This unpreparedness means layoffs can hit much harder than leaders realize, both financially and emotionally.
Takeaway:
Without support, laid-off employees may face prolonged unemployment, heightened stress, and resentment toward their former employer. That experience doesn’t just affect them; it shapes how survivors and future candidates view the company.
Action for HR leaders:
- Offer comprehensive outplacement services, including resume help, interview coaching, and career counseling.
- Make sure every impacted employee receives personalized communication—not just a group email or generic packet—so they know where to start and who to contact for help.
- Communicate clearly and effectively about the resources being offered so employees know they aren’t being left to navigate the transition alone.
5. 88% of HR leaders say outplacement services should be offered to laid-off employees
Why it’s surprising:
Almost all HR leaders agree that offering outplacement is the right thing to do, yet only about a third of companies actually provide it. This gap between belief and practice exposes a missed opportunity to demonstrate empathy and protect the employer brand. When organizations skip outplacement or treat it as an optional expense, they risk sending the message that laid-off employees are on their own.
Takeaway:
Layoffs handled with compassion are remembered as fairer and values-driven; those handled without support are remembered as cold and apathetic. Outplacement isn’t just a perk; it’s a visible proof point that the company cares about people beyond their tenure.
Action for HR leaders:
- Advocate for outplacement as a standard component of every layoff package, not a nice-to-have.
- Emphasize to leadership that the cost of support is far lower than the reputational risk of neglect.
- Communicate openly about the availability and benefits of outplacement to reinforce trust among both exiting and remaining employees.
Final Thoughts
Layoffs may be a financial decision, but their cultural and reputational consequences can’t be ignored. These five statistics underscore a truth many leaders underestimate: employees remember not just what happened, but how it happened.
For HR leaders, the challenge and opportunity lie in designing layoff processes that reflect the organization’s values. By prioritizing empathy backed by action, companies can mitigate backlash, maintain trust, and safeguard their brand.
In other words, layoffs don’t have to break culture. Done thoughtfully, they can reinforce it.
INTOO Outplacement offers unlimited, caring, one-on-one coaching combined with state-of-the-art technology. With flexible programs that dynamically customize the experience for every participant, each of your impacted employees can receive the support they need, regardless of their role or job level. Contact us today to learn how our services can benefit your organization during moments of change.
Robyn Kern is a seasoned business writer who has written in the HR, education, technology, and nonprofit spaces. She writes about topics including outplacement, layoffs, career development, internal mobility, candidate experience, succession planning, talent acquisition, and more, with the goal of surfacing workforce trends and educating the HR community on these key topics. Her work has been featured on hrforhr.org and trainingindustry.com.
