With layoffs dominating headlines across federal agencies, Amazon, Novo Nordisk and major media and tech firms, HR leaders face a new challenge: supporting the employees who remain.

A recent survey by the digital learning platform Kahoot found that among 1,064 full-time U.S. workers who experienced at least one company layoff in the past three years, 65% of layoff “survivors” admitted to making costly mistakes due to insufficient training. That number rises to 77% among Gen Z employees. Despite this, less than a third of respondents said they received structured re-onboarding to help them adjust to new roles and responsibilities.

“Trial and error has replaced training, and the hidden tax is falling on employees,” the survey authors say. Eighty-four percent of respondents said they spent work hours teaching themselves new tasks after a layoff, with one in four devoting more than four hours a week to self-directed learning. And to complicate matters further, most said they turned to peers or online resources for guidance, rather than formal instruction.

As layoffs continue to reshape both public and private sectors, HR leaders have a crucial role to play, not just in managing exits, but in rebuilding the confidence and capability of those who remain.

Why re-onboarding after layoffs matters

Rob Porter, head of market and business development at learning platform CoSo Cloud, says missing this opportunity can be a costly oversight, with far-reaching implications. “Layoffs fundamentally change the culture, workflows and priorities of an organization,” Porter says. “Even long-term employees are suddenly working in a ‘new company’ with different expectations, leaner teams and often expanded responsibilities.”

Porter says re-onboarding the remaining workforce is just as critical as onboarding new hires. Without it, survivors may cling to outdated assumptions or feel uncertain about their roles, leading to disengagement, burnout and productivity loss. But structured re-onboarding can realign employees to the company’s updated mission and helps rebuild trust after a disruptive event.

“Re-onboarding addresses both clarity and confidence,” Porter says. “It ensures employees understand how their contributions fit into the new direction, while also helping them process the emotional impact of layoffs—like survivor’s guilt or anxiety about the future.”

Read more: Why are orgs leaning into AI layoffs over reskilling?

Common mistakes after a layoff

According to Porter, the biggest mistake companies make is treating expanded responsibilities as a simple redistribution of workload. “Assuming employees can just absorb extra tasks without proper training leads to burnout and errors,” he says. Instead, organizations should frame new responsibilities as growth opportunities supported by clear expectations, upskilling and recognition.

The survey’s findings regarding a higher error rate, particularly among Gen Z employees, highlight the importance of having clear structure and support systems in place. Re-onboarding plays a crucial role in addressing this issue by giving employees access to updated tools, refreshed training and the necessary context to perform effectively in an evolving workplace.

This access ensures that everyone, regardless of tenure, is aligned with current processes, expectations and company goals. “After layoffs, many organizations assume survivors will ‘figure it out,’” Porter says. He says that assumption “fuels errors,” while structured re-onboarding restores alignment and reduces uncertainty.

Tailoring training formats

For first-time onboarding, live sessions and e-learning modules are effective strategies for orientation. But re-onboarding requires a different approach focused on alignment and confidence. Porter recommends peer-led learning, microlearning updates and scenario-based exercises to help employees adapt to new workflows. “Simulations are particularly valuable because they let employees practice new responsibilities in a low-risk environment,” he says.

If resources are tight after layoffs, Porter says one strategy stands above all: a transparent, live leadership session. “Hearing directly from leaders about why changes happened and where the company is headed realigns purpose and restores trust,” he says. “Even a single, well-run session can reset morale, engagement and performance.”