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Welcome to the Age of Digital Layoffs

Welcome to the Age of Digital Layoffs

businessman shouting at his laptop

Welcome to the Age of Digital Layoffs

4 minutes

2023. febr. 17.

Organizational Culture

Leadership

businessman shouting at his laptop

Welcome to the Age of Digital Layoffs

4 minutes

2023. febr. 17.

Organizational Culture

Leadership

businessman shouting at his laptop

Welcome to the Age of Digital Layoffs

4 minutes

2023. febr. 17.

Organizational Culture

Leadership

Dear Peter,
I have some difficult news to share with you…

This is how Sundar Pichai, CEO of Google, might have started his email if I had been among the 12,000 employees laid off in 2024. Three short paragraphs, one click on “Send,” and it’s over.

Mark Zuckerberg, founder of Facebook, announced via the company blog that 11,000 employees would be let go. Disney CEO Bob Iger sent a mass email ending remote work, requiring staff to be in the office four days a week. Salesforce CEO Marc Benioff used Slack to tell employees that new hires were far less productive than expected. Amazon sent a memo to 18,000 people informing them that, in two weeks, their employment would end.

Welcome to the age of digital terminations and Zoom announcements. Technology evolves, the future of work is here, and HR departments can be shut down and retrained as project managers — nothing to see here.

Fortunately, that’s not the whole story.

What’s Really Happening in Tech?

And let’s be honest: whatever starts in the tech world will soon reach more traditional corporations, and then small and medium-sized enterprises. There are several explanations for this trend — and most of them hold some truth.

Some argue that in a remote or hybrid work environment, digital communication is not only realistic but also humane. Why force someone to travel to headquarters for bad news, only to face a lonely trip home?

Others point to the scale of the issue: in mass layoffs, there simply aren’t enough trained HR professionals available to deliver news in person. Letting go of 10,000 people face-to-face is logistically impossible, even with team leaders helping. And shutting down entire departments only makes it harder. The time and resources saved could be channelled into better severance packages.

Another factor is speed. In the age of Messenger, Viber groups, Slack channels, and LinkedIn posts, news travels instantly. The only way to stay ahead is to tell everyone directly and simultaneously.

sad woman you are fired caption
sad woman you are fired caption
sad woman you are fired caption

Why It Still Matters How You Do It

Even if digital layoffs and blog-posted announcements can be justified, these situations are almost impossible to handle “well” — and very easy to make worse. Downsizing impacts not only those leaving, but also the ones who stay. If handled poorly, it can destroy morale and trust.

That’s why these moments must be managed with dignity and respect. Leaders shouldn’t distance themselves from their people — it sends the wrong signal to those who remain.

The golden rules of delivering bad news are simple:

  • Be responsible.

  • Be compassionate.

  • Whenever possible, be face-to-face.

Now more than ever, leaders have a heightened responsibility toward their teams. Ideally, they should deliver difficult news personally — taking responsibility, apologising, and explaining the reasons behind the decision. This preserves reputation, sustains morale, and supports long-term success.

Let’s talk about how leadership presence can make even the hardest conversations human and constructive.

Even if digital layoffs and blog-posted announcements can be justified, these situations are almost impossible to handle “well” — and very easy to make worse. Downsizing impacts not only those leaving, but also the ones who stay. If handled poorly, it can destroy morale and trust.

That’s why these moments must be managed with dignity and respect. Leaders shouldn’t distance themselves from their people — it sends the wrong signal to those who remain.

The golden rules of delivering bad news are simple:

  • Be responsible.

  • Be compassionate.

  • Whenever possible, be face-to-face.

Now more than ever, leaders have a heightened responsibility toward their teams. Ideally, they should deliver difficult news personally — taking responsibility, apologising, and explaining the reasons behind the decision. This preserves reputation, sustains morale, and supports long-term success.

Let’s talk about how leadership presence can make even the hardest conversations human and constructive.

Fund it intriguing?

Hop on a Zoom call with us. The first 30 minutes are on us!

Fund it intriguing?

Hop on a Zoom call with us. The first 30 minutes are on us!

Fund it intriguing?

Hop on a Zoom call with us. The first 30 minutes are on us!

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Join the teams who ditched dull and chose real change. With game-based trainings and high-impact experiences, growth feels less like a chore — and more like momentum.

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Join the teams who ditched dull and chose real change. With game-based trainings and high-impact experiences, growth feels less like a chore — and more like momentum.

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Copyright © 2025 EUREKA GAMES Ltd. – All rights reserved

Contact

Wondering how it all works? Let’s talk.

Pick a time that works for you and someone from our team will answer all your questions.


Your chosen slot will automatically appear in your calendar.

Email

Got questions? Drop us a line!

Phone

Quick question? Give us a shout!

Eureka logo

Copyright © 2025 EUREKA GAMES Ltd. – All rights reserved

Contact

Wondering how it all works? Let’s talk.

Pick a time that works for you and someone from our team will answer all your questions.


Your chosen slot will automatically appear in your calendar.

Email

Got questions? Drop us a line!

Phone

Quick question? Give us a shout!

Eureka logo

Copyright © 2025 EUREKA GAMES Ltd. – All rights reserved