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HR can be an effective strategic partner throughout the downsizing process and can help managers lead their teams as they deal with the psychological and emotional impact of the initiative. Downsizing occurs when organizations eliminate positions and lay off employees to reduce costs or achieve their strategic goals $($Langster & Cutrer, $2021$; Noe et al$.,2023).$ Organizations also reduce their workforce when they incorporate new technologies to replace human labor, increase efficiency, and mitigate the risk of workers$$ exposure to dangerous work environments $($Noe et al$.,2023).$ Despite the positive reasons and best intentions for pursuing this strategy, downsizing is typically effective in the short term but has negative long$-$term consequences for the organization $($Langster & Cutrer, $2021$; Noe et al$.,2023).$ The most concerning adverse impact of downsizing is the perceived breach of the psychological contract between the organization and the employee $($Langster & Cutrer, $2021).$ This contract is an implicit, unspoken understanding by the employee that the organization will always act in the employee$$s best interest $($Langster & Cutrer, $2021).$ When this contract is broken, employees may feel betrayed by the organization, which leads to an erosion of trust and loyalty $($Case Study, $2021$; Langster & Cutrer, $2021).$ In addition to employees$$ perception of a breached psychological contract, managers involved in downsizing events must address other concerns after the downsizing. These concerns are summarized below.

Concerns related to downsizing are significant and, if not handled appropriately, may create more problems for the organization. These concerns include restoring trust and loyalty, keeping remaining employees engaged and committed, and boosting morale while supporting the organization$$s business strategy $($Case Study, $2021$; Langster & Cutrer, $2021).$ The decline in morale is referred to as $$survivor$$s syndrome$$ and can result in low job satisfaction, increased absences$,$ anxiety, and conflicts or disinterest in work relationships $($Langster & Cutrer, $2021,$ p$.331).$ Workers who remain after downsizing may also have an increased workload, lower productivity, and feelings of burnout and stress $($Langster & Cutrer, $2021).$ Other concerns include a loss of institutional knowledge and damage to the organization$$s reputation as a good place to work $($Noe et al$.,2023).$ As a critical strategic partner, HR can help the organization address these concerns and return to a sense of normalcy. Specific ways that HR can support managers in responding to these concerns follows.

Managers are the closest to the employees who are affected by downsizing. In many cases, managers have developed relationships with their employees, and eliminating someone$$s position is personally and professionally challenging. The first role of HR is to coach managers on how to display empathy for their employees, who may experience a range of emotions, including anger, sadness, grief, insecurity, and loss of control $($Case Study, $2021$; Noe et al$.,2023).$ Empathy, the ability to share, understand, and care for others$$ experiences, is a crucial tool in this process $($Zaki$,2024).$ Coaching includes teaching managers how to practice active listening, understand their employees$$ perspectives, and engage in meaningful conversations $($Zaki$,2024).$ Employees are more likely to stay with the organization following a reduction in force if they feel that managers are empathetic and $$genuinely care about their well$-$being$($Case Study, $2021,$ p$.11).$

Another critical role for HR is to facilitate open, transparent communication before, during, and after the downsizing. Effective communication means letting employees know $$the purpose of the downsizing, the costs to be cut, the duration of the downsizing, and the strategies to be pursued$($Noe et al$.,2023,$ p$.99).$ Communication reduces the opportunity for suspicion and mistrust and makes it easier for employees to create a new normal. As a strategic partner, HR can ensure that this communication is clear and comprehensive. A third role for HR is to ensure that employees have access to support resources to help them throughout the downsizing process $($Noe et al$.,2023).$ For example, employees could access counseling and other services through a confidential Employee Assistance Program or participate in informal social activities with co$-$workers $($Case Study, $2021).$ Finally, HR can guide managers in rebuilding their teams to ensure that jobs are properly defined and that employees are not overworked $($Langster & Cutrer, $2021$; Noe et al$.,2023).$

Downsizing is a challenging experience for everyone involved. Throughout each stage of the downsizing event, managers should follow the guidance provided in Colossians $3$:$12$ to be compassionate and to demonstrate kindness, humility, meekness, and patience $($New International Bible, $1978/2011).$