The Highs are Real. The Lows Are Too.

By Mary Anne Medlock, West Kentucky Workforce Board

Across West Kentucky, we’re living in a workforce moment that feels… complicated.

On one hand, we’ve seen major announcements—hundreds of new jobs tied to transformational investments in energy and advanced manufacturing. These projects have sparked excitement, optimism, and a renewed sense of possibility for our region. They’ve challenged us to think bigger about talent pipelines, training capacity, and what the future of work can look like here at home.

But at the same time, the reality on the ground tells a different story. Since the beginning of this year, the West Kentucky Workforce Board has already responded to its third plant closure. Families are navigating layoffs. Employers are making difficult decisions. And even those who remain employed are feeling the pressure—because a “booming economy” doesn’t always translate to relief when gasoline and grocery prices continue to climb.

This is the tension we’re all managing right now: tremendous highs and tremendous lows, existing side by side. In times like these, it’s worth asking a simple but important question: Are layoffs the only option?

The answer is no.

While I’m not a subject matter expert in every workforce program available, I have the privilege of working alongside those who are—our partners at the Kentucky Career Center. They consistently help employers navigate workforce challenges with strategies that go beyond traditional layoffs. Some alternatives companies may consider include:

• Reducing hours across teams instead of eliminating positions
• Offering temporary voluntary leave or sabbaticals
• Cross-training employees to shift into areas of higher demand
• Utilizing incumbent worker training to upskill rather than downsize
• Leveraging state and federal programs designed to retain talent during downturns

These approaches aren’t one-size-fits-all—but they do open the door to more thoughtful, people-centered decision-making.

One option that deserves more attention right now is Work Share.

Work Share allows employers to reduce hours for a group of employees—typically between 10% and 40%—instead of laying them off entirely. In turn, those employees can receive partial unemployment benefits to help offset the lost wages.

For employers, this means retaining trained, experienced staff and avoiding the long-term costs of turnover and rehiring. For employees, it provides stability—continued employment, continued benefits, and a financial bridge during uncertain periods.

The program does require planning and coordination. Employers must submit a formal plan, maintain employee benefits, and clearly outline how Work Share will prevent layoffs. But once approved, it can serve as a practical, strategic tool to weather short-term economic challenges while preserving long-term workforce strength.

If this moment feels heavy, that’s because it is. But it’s also temporary.

West Kentucky has proven—time and again—that we know how to navigate change. We have strong employers, committed workforce partners, and communities that show up for each other when it matters most.

I remain incredibly optimistic about where we’re headed. The same forces creating pressure today are also laying the foundation for opportunity tomorrow. This current crunch? It won’t last forever. And when it lifts, I believe we’ll be stronger, more connected, and better prepared for whatever comes next.