By: Anthea Ellis, Global HR Operations Consultant

“Restructuring. Downsizing. Rightsizing.” Whatever the label, when organisations go through major change and people leave, it is tough on everyone.

A lot of attention and quite rightly so, goes to those who are leaving. But there is another group we do not talk about enough: the people who stay.

The reality is, not everyone who stays feels relieved or fortunate.

Three Different Realities for Those Who Stay

Over time, I have observed three common patterns in how “stayers” experience the aftermath of change:

1. The Survivor Syndrome Experience

These are the people carrying the emotional weight of having stayed when their friends and colleagues have left.

• They may feel guilty, questioning why they were kept over someone else.
• They often shoulder redistributed workloads without extra resources.
• In some cases, changes create new opportunities, such as expanded responsibilities or even a step up, yet these moments can feel harder to fully enjoy in the midst of broader change.
• The drive to prove their worth can be exhausting and, if unnoticed, can lead to burnout.

2. The Disillusioned & Disengaged

Some people stay, but they are far from happy about it.

• They may feel disconnected from the organisation’s new direction or unhappy with how the process was handled.
• Their role may have been changed without consultation, leaving them feeling undervalued.
• If this disconnection is ignored, it can quietly spread and impact culture.

3. The “Wait and See” Group

This group stays because it’s the practical choice, for now.

• They are weighing up whether the organisation is still the right fit.
• They may appear compliant but are holding back their full commitment.
• Leaders can mistake this quiet observation for buy-in, when it is really self-preservation.

Why Leaders and HR Need to Pay Attention

When the dust settles, it is tempting for leadership to believe the hardest part is over. But for those who stay, the adjustment period is only just beginning.

The reality is that the organisation must still function, customers need support, deadlines still have to be met and commitments honoured. Even while people are processing the change. Just because the team is smaller or different doesn’t mean expectations disappear.

If these different responses are not acknowledged and supported, the pressure of “keeping the lights on” can deepen stress, disengagement and fatigue, exactly when stability is most needed.

What Leaders Can Do

The most effective leaders respond with both empathy and structure. Some ideas to consider:

1. Acknowledge the impact openly – Don’t skip the human conversation. Acknowledge the loss of colleagues and the change in dynamics
2. Rebuild trust through transparency – Explain the rationale behind the changes and what this means for the future. Avoid vague reassurances. If there are limits on what can be shared, acknowledge that openly rather than leaving people to fill in the blanks themselves.
3. Clarify roles, priorities, and expectations – Outline exactly what has changed, what remains the same and what success looks like in the new structure.
4. Balance and monitor workloads – Do not assume people can absorb extra responsibilities indefinitely. Reassess priorities and redistribute fairly.
5. Give people a voice – Create spaces, team meetings, one-to-ones, anonymous surveys where people can raise concerns and suggest improvements.
6. Mark individual achievements with care – Acknowledge and celebrate growth opportunities while also recognising the wider context. This helps the person feel valued without their success being overshadowed or misunderstood
7. Focus on recognition and connection – Recognise the efforts of those adapting to the new reality. Celebrate small wins and create opportunities for the team to reconnect.
8. Invest in resilience and development – Offer training, coaching, or mentoring to help people navigate change and see a future for themselves in the organisation.

Final Thought

Staying after a restructure is not always the “lucky” outcome. For some, it is a relief. For others, it is complicated.

Leaders who actively support those who remain by acknowledging their reality, listening to their concerns and helping them re-engage can transform a period of disruption into a foundation for renewed strength and commitment.