Inclusion Unlocked

15Trust

What I'm increasingly aware of in the last couple of years is the need for congruence. What we say externally needs to be congruent with how we are internally. That is how we build trust.

Brett Terry, Chief People Officer, NSPCC

In May 2020, during the height of the pandemic, Airbnb encountered its most significant challenge since its establishment. With a business model heavily reliant on travel, the Covid‐19 pandemic caused a 50% reduction in the company's revenue compared to the previous year. Every aspect of the company was significantly impacted, especially its people, with 1,900 out of 7,500 employees laid off, that is, 25% of the workforce.

In an open letter published on the corporate website, Brian Chesky, the CEO, prioritized addressing the human impact of the layoffs. He stated, “For a company like us whose mission is centered around belonging, this is incredibly difficult to confront, and it will be even harder for those who have to leave Airbnb.”¹ He then provided transparency regarding the rationale for the decision and the next steps for both laid‐off and remaining employees. Chesky laid out the changes in the company's business strategy and the guiding principles used to implement the layoffs, such as doing as much as possible for those impacted, remaining committed to diversity, and prioritizing one‐on‐one communication for those affected.

The letter continued to outline the resources available to laid‐off employees, the process for those being laid ...