Supporting Employee Well-Being Through a Restructuring or RIF Process

Addressing mental health and how HR can support employees through transitions.

No matter how gently they’re framed, these words trigger real fear, stress, and uncertainty in the workplace. During times of organizational change, leadership often focuses on logistics, strategy, and survival. But amid the spreadsheets and planning meetings, it’s critical not to lose sight of the people—the employees who are deeply affected both emotionally and mentally.

In this blog, we’ll explore how Human Resources and leadership teams can support employee well-being during a Restructuring or Reduction in Force (RIF). We’ll focus on practical, compassionate strategies that address mental health, maintain morale, and help both departing and remaining employees feel supported during times of transition.

Why Mental Health Matters During Restructuring

Even when done ethically and strategically, RIFs can cause a ripple effect of anxiety, grief, guilt, and burnout across your team. Employees may be dealing with:

• Job insecurity
  
• Loss of coworkers and community
  
• Increased workloads
  
• Fear of being next
  
• Emotional exhaustion and burnout
  

Research shows that major workplace changes like layoffs can increase the risk of mental health issues, including depression, anxiety, and decreased productivity. 

Common Questions Employees and Leaders Ask 

Let’s look at what employees and employers are searching for online—questions that reflect real fears and needs:

• How do you support employee mental health during a RIF?
  
• What can HR do to help employees through restructuring?
  
• How does restructuring affect employee well-being?
  
• What mental health resources should be offered during layoffs?
  

1. Acknowledge the Emotional Impact—Don’t Downplay It

The worst thing you can do during a restructuring is pretend everything is fine.

Whether someone is being laid off or staying, this is a high-stress moment. HR and leadership must create space for emotional honesty and validate what people are feeling.

How to start:

• Open town halls with a message of empathy.
  
• Train managers to lead with emotional intelligence.
  
• Share mental health stats and normalize getting help.
  

2. Communicate Transparently—and Often

Uncertainty fuels anxiety. Even if you don’t have all the answers, communicate what you do know—clearly and consistently.

Best practices:

• Explain the why behind the changes.
  
• Be honest about what’s still unknown.
  
• Provide updates regularly—even if it’s just a check-in.
  
• Use multiple communication channels: email, video messages, 1:1s, and town halls.
  

3. Offer Robust Mental Health Support

Mental health resources should never be an afterthought—especially during transitions.

What to offer:

• Access to Employee Assistance Programs (EAPs)
  
• Partnerships with platforms like Talkspace, BetterHelp, or Lyra
  
• Dedicated HR hours for private conversations
  
• Encouragement to use PTO and mental health days
  

4. Equip Managers to Be Front-Line Supporters

Managers are often the first point of contact for struggling employees—but many aren’t trained to handle sensitive conversations.

HR should provide:

• Quick guides on best practices for difficult conversations
  
• Checklists for recognizing signs of burnout
  
• Role-playing or scripts for empathetic communication
  
• Reminders to check in regularly and listen actively
  

5. Support Those Leaving—With Dignity and Care

Layoffs handled poorly can lead to long-term resentment, social media backlash, and damage to your employer brand. But when handled with compassion, employees can leave feeling respected and even grateful.

Offer:

• One-on-one conversations, not impersonal emails
  
• Severance packages, where possible
  
• Outplacement services that include resume writing, LinkedIn coaching, and job leads
  
• Mental health support for those leaving, not just those staying
  

6. Don’t Forget the Survivors: Rebuilding Morale

The employees who remain often experience survivor’s guilt, stress, and confusion about the future. It’s easy to assume they’re “fine” because they’re still employed—but they’re navigating their own form of loss.

How to support them:

• Acknowledge their feelings.
  
• Clarify what’s next—what changes, what stays the same.
  
• Reinforce your commitment to employee well-being.
  
• Celebrate small wins and encourage team bonding.
  

7. Use Change as an Opportunity to Build a Resilient Culture

Instead of simply “getting through it,” use the restructuring as a catalyst to reaffirm your values, strengthen your culture, and double down on support.

Consider:

• Redefining team goals collaboratively
  
• Reaffirming the commitment to an inclusive and supportive culture
  
• Hosting resilience workshops or wellness days
  
• Encouraging leadership to share their own stories of uncertainty and growth

How Cura HR Can Help

At Cura HR, we believe that transitions don’t have to be traumatic.

We help organizations lead with clarity, confidence, and compassion—especially during difficult moments like restructuring or RIFs. Our approach ensures your people feel seen, heard, and supported, while your company stays aligned with its long-term goals.

Let’s create a more human approach to workplace change. Contact us for a free consultation or visit our site to learn how we support organizations through compassionate change.