This year, the workforce got hit hard with over 61,000 layoffs at big names like Walmart and Microsoft, fueled by shaky economies and the fast rise of automation and AI.
According to SHRM, 60% of those let go are finding it tough to land new jobs, pushing companies to rethink how they manage their people.
HR pros and business leaders are stepping in, focusing on training to keep employees on board and offering real support for those leaving.
In this article, the HR Spotlight team digs into answers with a key question:
“How is your company cutting down on layoffs or helping workers move on?”
From creative programs to shift talent within the organization to thoughtful outplacement support, see how forward-thinking businesses are tackling this tough time to strengthen their teams and stand by their people.
Read on!
Margaret Buj
Principal Recruiter, Mixmax
Margaret Buj – Mixmax
At Mixmax, we’ve been fortunate to grow sustainably. One of the ways we’ve minimized layoffs is by hiring responsibly and maintaining a lean, efficient team. We often hire contractors first-which gives both sides flexibility-before expanding full-time headcount.
When changes have occurred, transparency has been key. In my coaching work at Kadima Careers, I’ve supported many professionals post-layoff, and what I’ve seen work best (and encourage companies to do) includes:
Upskilling + proactive transparency = lower attrition and stronger long-term engagement.
Tammy Sons
Founder & CEO, TN Nursery
Tammy Sons – TN Nursery
Growing people in my business requires the same patience and intention I use to grow plants. Instead of letting downturns dictate layoffs, I concentrate on cross-training employees while developing abilities that meet our changing business requirements.
Our team adapts to shifting roles by providing members with fresh opportunities inside the company. Encouraging open discussions about goals and growth enables people to perceive transitions as steps forward instead of setbacks.
Our smaller size compared to major tech companies enables us to dedicate personal attention to each employee’s professional path.
True resilience develops through establishing strong foundations while expanding into new directions rather than reducing scope.
Miriam Groom – Mindful Career
The tech world is facing a reckoning. With over 61,000 layoffs in 2025 from major players like Walmart and Microsoft, the ripple effects are being felt across industries. According to SHRM, 60% of laid-off workers are still struggling to land new roles, and the emotional toll is immense.
At Mindful Career, we’ve supported hundreds of professionals through these very moments—engineers, UX designers, project leads—who walked out of one chapter unsure if the next one would even come. Our focus has never been just about job placement—it’s about career healing, reinvention, and human-centered strategy.
Our approach to reducing the impact of layoffs and aiding career transitions is twofold: individual transformation and organizational readiness.
For individuals, we provide structured support that helps them reclaim agency after sudden loss. This includes:
On the organizational side, we partner with HR teams to offer outplacement services, internal mobility consulting, and leadership support during restructuring. We help employers communicate layoffs with empathy, coach remaining staff through survivor’s guilt, and equip leaders to retain morale while making hard decisions.
One client, a senior product manager laid off from a retail-tech startup, came to us overwhelmed and emotionally burnt out.
Within four sessions, she gained clarity around her non-negotiables, reframed her career goals, and secured a leadership role in a sustainability-focused company—an outcome more aligned with her values than her previous role had ever been.
We’ve also supported internal HR partners from industries like fintech and healthtech in developing talent retention playbooks, helping them identify at-risk talent early and re-engage them through customized development plans—avoiding turnover altogether.
Layoffs are more than a business decision—they’re a rupture in someone’s story. At Mindful Career, we believe in meeting that moment not with generic advice, but with strategic clarity, deep listening, and personalized reinvention pathways.
Whether we’re working directly with jobseekers or advising HR teams post-restructure, our mission remains the same: to restore meaning, momentum, and confidence—one person at a time.
Volen Vulkov
Co-founder, Enhancv
Volen Vulkov – Enhancv
I still remember the first time I had to tell a talented colleague that her role was being eliminated. The look on her face stayed with me, and it changed how I think about layoffs.
Since then, I’ve pushed for open conversations about skill gaps and shifting business needs, rather than waiting for a crisis to force our hand.
Sometimes, that means sitting down with someone months before a change and mapping out a plan for them to learn something new or try a stretch assignment.
Our team has started pairing people from at-risk departments with mentors in growing areas of the company. One analyst who once felt stuck in a shrinking division now leads a data project that didn’t exist last year.
Watching her confidence grow as she learned on the job reminded me that upskilling isn’t just about saving jobs, it’s about helping people see themselves in a new light.
When transitions can’t be avoided, we focus on practical support. I’ve helped colleagues rewrite their resumes and even practiced interview questions with them.
Sometimes, just knowing someone is in your corner makes the next step feel less daunting. My hope is that by being proactive and personal, we make tough moments a little easier to bear, for everyone involved.
Josh Riutta – Mikku and Sons Roofing
As a general contractor and professional roofer, the current economic climate, particularly the significant tech layoffs in 2025, presents both challenges and opportunities.
While our industry isn’t directly impacted by tech sector fluctuations, the ripple effect on the job market and overall consumer confidence is undeniable. Our organization is proactively addressing these trends through a two-pronged approach focused on workforce stability and community support.
Firstly, we prioritize internal upskilling and diversification. Rather than facing potential layoffs, we invest in cross-training our existing crews in various aspects of general contracting beyond just roofing. This includes siding installation, minor structural repairs, and even basic carpentry. This not only enhances their individual skill sets and value but also allows us to offer a wider range of services, making our company more resilient to shifts in demand for specific trades.
Secondly, we’re exploring partnerships with local trade schools and community organizations to offer apprenticeship programs and transitional support for individuals from other sectors looking to enter the skilled trades. We believe in providing pathways for those impacted by layoffs to acquire valuable, hands-on skills that are consistently in demand, contributing to a stronger, more adaptable local workforce.
Chris Desino – Ocala Horse Properties
At Ocala Horse Properties, we believe that layoffs aren’t just numbers, they’re people, families, and futures.
In an industry shaped by luxury, loyalty is our real currency.
Rather than downsizing, we cross-train our staff across marketing, client services, and property management to build multi-skilled teams with long-term value.
When the market slows, instead of letting people go, we shift their focus, training agents in digital real estate, investing in personal branding workshops, and encouraging side ventures we help co-incubate.
It’s unconventional, but it works.
Real estate is cyclical, but our talent strategy doesn’t have to be. We don’t just protect jobs, we future-proof people.
Renante Hayes
Executive Director, Creloaded
Renante Hayes – Creloaded
Having personally navigated the dot-com crash early in my career, I’ve implemented preemptive strategies at our organization that have eliminated the need for layoffs entirely.
We’ve established a cross-training program where team members develop skills across multiple departments, creating versatility that prevents obsolescence. Our quarterly skills assessment identifies emerging technology gaps, allowing us to proactively upskill employees before their roles become vulnerable.
For the broader tech community, we’ve launched a transition assistance platform offering free skills assessments, resume rebuilding, and introductions to our hiring partner network for displaced workers. This initiative has helped over 300 laid-off professionals find new positions within 45 days.
Christopher Migliaccio – Warren and Migliaccio LLP
At Warren and Migliaccio, we prioritize retention by cross-training staff across multiple practice areas—this flexibility allows us to redistribute workload during downturns rather than resorting to layoffs.
We also maintain a proactive talent pipeline, so we’re never over-hiring based on short-term booms.
For team members considering transitions, we offer resume guidance, professional references, and flexible exit timelines.
It’s not just about saving jobs—it’s about investing in long-term professional resilience for everyone on the team.
Robbin Schuchmann
Co-founder, EOR Overview
Robbin Schuchmann – EOR Overview
Helping a client in the tech sector recently, I saw how leveraging Employer of Record (EOR) services eased transitions during workforce adjustments.
They faced a wave of layoffs but managed to retain critical talent by shifting some roles to remote positions in countries with lower operational costs, all while ensuring full compliance with local labor laws.
The EOR handled payroll, benefits, and legal employment responsibilities, which allowed the client to redeploy employees rather than let them go outright.
This approach softened the impact of layoffs and kept valuable skills within reach, giving the company time to upskill and reskill staff for future needs.
Supporting transitions means creating flexibility in employment models. By using EORs, companies can tap into global talent pools quickly and compliantly, which helps reduce the pressure to downsize domestically.
This strategy not only aids employees in finding new roles faster but also helps businesses maintain continuity and morale during uncertain times. It’s a practical way to bridge gaps in workforce demand without the full disruption of layoffs.
David Hunt
COO, Versys Media
David Hunt – Versys Media
At Versys Media, we’ve prioritized skills development over layoffs by fostering a culture of continuous learning.
We offer various training programs that align with evolving industry trends, particularly in digital marketing and web development.
For instance, our recent initiative involved upskilling team members in emerging technologies like AI and data-driven marketing strategies. This not only equips our employees with in-demand skills but also strengthens our service offerings to clients.
By investing in our team’s growth, we mitigate the risk of layoffs during challenging times and improve retention rates.
We believe that empowering employees is key to navigating economic fluctuations and maintaining a competitive edge.
The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.
Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?
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