Staying Connected with Furloughed Staff

By Rose O. Sherman, EdD, RN, NEA-BC, FAAN

A front-line perioperative manager recently told me that she had to furlough 50% of her staff earlier this month with no clear plan of when they would return. I asked her how she was staying connected with them. I have not been in touch with them; she admitted to me. I don’t even know what to say. All of it is pretty upsetting, and I have no answers.

This leader is probably not alone in not staying connected with her furloughed staff. This is new territory for most nurse leaders. Yet being unable to work right now has perhaps left these staff questioning their purpose, value, and self-worth. It is undoubtedly also impacting their confidence and well-being. Wise nurse leaders realize that showing support to furloughed staff is meant to help them feel included, connected, and get the support that they need. It is a loud and clear message that we care about you and don’t think you are easily replaceable. This communication is not only felt by the furloughed staff but also your team who continue to work. They are close observers of how leaders and organizations behave during difficult times. Furloughs can lead to low morale, guilt among those still work, and anxiety about job stability.

What follows are some dos and don’ts. Before initiating this communication – check with your HR department about any policies governing communication with furloughed staff.

The Dos

Hold scheduled virtual office hours on ZOOM or whatever platform used by your organization to connect personally with each furloughed staff member ideally once each week.
Ask questions about the staff member’s family and health.
Remember key dates like birthdays and connect on these days.
Provide unit and staff updates.
Be supportive and know your organization’s referral sources if the staff member needs mental health support or has a financial issue.
Provide career coaching if the staff member is interested in continuing to build their skills by suggesting resources they can use while they are off.
Offer encouragement and reminders of how important they are to the organization.
Urge them to stay connected with their peers on social media or in other ways.

The Don’ts

Don’t delay because you worry about the awkwardness of the conversation – just do it.
Don’t say – I know what this must be like because unless you too are furloughed – you won’t know what the experience has been like for them.
Don’t assume that all staff will be upset about being furloughed – some may use it as a test drive for retirement.
Don’t require connection – remember the staff member is not working so will be doing this on their own time.
Don’t mandate any training for furloughed staff.
Don’t make any promises you can’t keep, such as a tentative return date that cannot be guaranteed.
Don’t get angry if a furloughed staff member starts job hunting – they need to think about their future as much as they may want to stay with your organization.

If you take the time to stay well connected during this difficult, you will be more likely to retain staff members and rebuild their trust more quickly.

Read Rose Sherman’s book – The Nurse Leader Coach: Become the Boss No One Wants to Leave