"so I Can Sleep at Night:" Nonprofit Managers' Responses to Staff Reductions

Background

The lingering effects of the economic downturn of 2007-2009 and ongoing erratic funding for social services have had a complicated impact on the professional workforce for social work and other helping professions. According to Bureau of Labor Statistics data, the unemployment rate remains relatively low, especially for workers with bachelor’s or master’s degrees, while employment in social work and other helping professions is expected to grow faster than average. However, continuing delay of payment by cash-strapped funders and rapidly changing policy priorities have meant that service line closures and staff reductions have been part of the experience of many social service programs. Additionally, the Maternal, Infant, and Early Childhood Home Visiting Program of the Affordable Care Act has expanded home visiting programs and provided additional funding for staffing in this same time period. Little is known about how program managers experience the task of laying off staff in home visiting programs in an erratic funding environment. This paper uses interviews with administrators in a statewide network of home visiting programs in a large Midwestern state to explore their perspectives and experiences on layoffs and staff reductions in home visitation.

 

Methods                                                                                   

In-depth, semi-structured, qualitative interviews approximately 90-120 minutes in length were conducted with 34 program administrators in a Midwestern, statewide network of home visiting programs. Interviews were transcribed, coded thematically, and subjected to content analysis.

Results

Thirty-seven references to layoffs or downsizing in home visiting were found, and after analysis two primary themes emerged: 1) administrators used advanced and additional training opportunities and credentials to maximize the re-employment potential of staff potentially subject to layoffs; and 2) administrators experienced organizational grief when they lost familiar and longstanding staff, but also noted what nonessential positions were subject to being laid off and resolved to be cautious in rehiring these vulnerable positions in the future. Credentials such as doula, childbirth educator, or lactation consultant were seen as adding to the skill set of the home visitor while also having some potential for alternative employment if the home visiting program downsized or closed. Highly specialized positions within home visiting lost to downsizing were framed as risky and nonessential even when funding was restored. These management tactics were framed by managers as ethical imperatives so that managers tasked with downsizing could “sleep at night” with clear consciences. 

Conclusions and Implications

Recent research (Graaf, Hengeveld-Bidmon, Carnochan, Radu, & Austin, 2016) emphasized the danger of incenting early executive retirement in times of downsizing because of likely disruption to organizational strategic planning. This paper contributes to the literature and echoes this finding by identifying how disruption can also happen when managers are sidetracked by downsizing line staff. Future research on precarious social service work should investigate other demands on manager time when line staff are targets for job reduction. 

 

Reference

Graaf, G., Hengeveld-Bidmon, E., Carnochan, S., Radu, P., & Austin, M. J. (2016). The impact of the Great Recession on county human-service organizations: A cross-case analysis. Human Service Organizations: Management, Leadership & Governance, 40(2), 152-169. doi: 10.1080/23303131.2015.1124820