It’s always sad to read that people have lost their jobs, especially in large numbers. Microsoft’s latest round of layoffs cut over 9,000 employees across the company. Hundreds of those cuts hit Zenimax, the game studio behind The Elder Scrolls Online. For the employees who were let go, the process wasn’t just painful. It was chaotic. Some described it as inhumane.
The emotional fallout has been severe. Longtime Zenimax developers who had worked at the company for over a decade suddenly found themselves locked out of company communication tools like Slack and email. Many didn’t hear directly from HR before realizing they were laid off. People scrambled to send goodbye messages, not knowing if their coworkers would see them. Others described the workplace as a graveyard after the layoffs. Morale was destroyed and stress levels were through the roof.
Let’s talk about why this happened and how companies can handle layoffs better.
Are Employees Expecting the Reality of Corporate Layoffs?
Part of the problem is that many employees do not have a realistic expectation that layoffs will happen. When layoffs come as a total shock, people are not mentally or financially prepared. This makes the entire process more traumatic.
It’s not fair, but this is how public companies work. When you are a shareholder-owned company, the shareholder comes first. That is the structure of a corporation. If there is an opportunity for shareholders to profit, the CEO has a legal responsibility to make that happen. Employees will be sacrificed if that is what it takes to maintain or increase shareholder value.
Does this mean I personally agree with that system? Absolutely not. But when I see people call it “corporate greed,” part of me wonders if that signals a lack of awareness about how corporations are designed. The CEO of a public company is literally paid to prioritize money. That’s their job.
The Reality of Layoff Protocols
To be honest, I’m surprised that Microsoft doesn’t have a clearer procedural manual for layoffs. Or if they do, it’s not being followed consistently. At large companies, it is standard to immediately cut off access to buildings, company computers, and internal systems when someone is laid off. That might sound harsh, but it’s actually a security measure to protect company data. It isn’t meant to be personal, even though it feels personal when you are the one experiencing it.
Here’s the issue: when you cut people off from communication before officially telling them they are laid off, you are creating unnecessary panic. People don’t know what’s happening. They can’t verify information. They can’t say goodbye properly. That is where the betrayal comes in. It’s not just about losing your job. It’s about feeling like the company, and sometimes your friends at work, suddenly went silent on you.
How many people knew ahead of time but couldn’t say anything? That’s a question worth asking, because it changes how people feel about their coworkers and managers after the fact. Some employees described this as the worst part. People they thought were friends knew the layoffs were coming but had to stay quiet due to confidentiality agreements. That creates complicated feelings of anger and betrayal on top of grief.
How Did the Union Make Things Less Bad?
One reason the situation at Zenimax wasn’t worse is because of the Zenimax Workers Union. Union members were able to advocate for themselves in a way that non-unionized workers at other studios could not.
The union helped with:
- Bargaining for better severance
- Organizing resources and support quickly after layoffs happened
- Helping employees retain pay and benefits while negotiations continue
- Creating a sense of mutual support so people didn’t feel abandoned
Several union members pointed out that without the union, this situation would have been “night and day” worse. People would have been left to fend for themselves.
Microsoft is generally known for offering decent severance packages. For most employees, the standard package reportedly includes 12 weeks of base pay, plus two additional weeks for every year worked. There is usually continued health insurance coverage for a while, and sometimes unvested stock continues to vest. But this can vary depending on location and team. Non-US workers often have fewer protections, and layoffs flagged as “for performance” sometimes get less.
The union helped make sure people weren’t left guessing. They stepped in to clarify confusing communication and pushed back when needed. That’s important, especially when employees are locked out of the very systems they would normally use to get information.
What About the People Who Are Left?
Another problem is the impact on the people still at the company. Zenimax employees have said the layoffs will harm productivity, not improve it. Many of the people who were laid off were working on projects. Cutting them risks slowing down or derailing those projects.
Microsoft claims the layoffs will “increase efficiency.” Employees say the opposite is happening.
When you gut teams, you don’t just remove people. You remove institutional knowledge. You remove relationships that make collaboration work. And you remove trust. That’s going to have long-term consequences.
How Can Companies Do This Better?
Working for a large company means layoffs will always be part of the risk. There will always be pressure to reduce staff and “increase efficiency.” The way layoffs are handled makes a huge difference.
Here are some ways to make the process less painful:
1. Communicate Early and Clearly
Give employees written instructions ahead of time when layoffs are coming. Tell them what to expect, including how to collect personal items, what will happen to their access, and what support will be offered.
2. Handle Personal Belongings With Care
Offer people a scheduled time to come pick up their things with dignity. If that isn’t possible, have company staff pack their items and arrange for delivery in a respectful way. For remote workers, this process should be handled with the same level of care.
3. Keep Some Access During Notice Periods (When Legal)
In some countries, there are legal requirements for notice periods. Let employees use that time to wrap things up, say goodbyes, and transition gracefully. That can help people emotionally process the change instead of feeling cut off and discarded.
4. Create a Dedicated Support Team
Have an HR team or support staff ready to help immediately after layoffs are announced. People need a point of contact to answer questions about severance, benefits, and next steps.
5. Train Managers to Communicate With Compassion
Managers need training on how to deliver bad news in a way that doesn’t feel cold or robotic. People deserve honesty and empathy during moments like this.
6. Reduce the Emotional Shock
Encourage employees to keep personal belongings to a minimum at work. Use digital tools to help employees catalog personal items in advance, so retrieving them is easier if layoffs happen.
7. Offer Mental Health Support
Layoffs are emotionally brutal. Provide counseling services, peer support groups, and transition resources. This isn’t just about logistics. It’s about human beings.
8. Listen and Learn
After the process is done, ask employees for feedback on how the company handled the layoffs. Use that feedback to improve the process next time.
The Bigger Issue: Know Who You’re Working For
Can I say one last thing before ending? Not every CEO is a narcissist, but many of them are. It’s not just about a lack of empathy. It’s about how they are wired. Asking a narcissist to care deeply about your personal well-being during a layoff is like asking a wolf not to hunt a sheep. It is in their nature.
The sooner employees realize who they are working for, the better they can protect themselves. If you spot the signs of a narcissistic boss, adjust your expectations accordingly. Expecting empathy from someone who is not capable of giving it will only set you up for more pain.
Layoffs are never going away. That’s the reality of working for large corporations, especially public ones. Chaos, confusion, and emotional damage don’t have to be part of the process. Companies can, and should, do better.
Clear communication, thoughtful planning, and union support can make all the difference between a devastating experience and one that, while painful, still preserves dignity.
