Canva CEO's Recognition After Layoffs: An Analysis of the Unique Employee Support Package

When Canva CEO Melanie Perkins announced the layoff of 1,271 employees as part of the company's restructuring, the discussion went beyond the simple number of dismissed staff. More attention was drawn to how the company treated departing employees. The provision of a six-month salary package, medical coverage, career support, and startup grants received widespread approval on social media.

This incident raised an important question: do female CEOs differ from their male counterparts in making layoff decisions? Although there is no definitive answer, recent academic research and the experience of female leaders paint a somewhat different picture.

According to a 2025 study published in the journal 'Equality, Diversity and Inclusion,' conducted across 1,283 companies in 10 countries, significant differences in layoff cases between companies led by women and men were not observed before the COVID-19 pandemic. However, during the pandemic, the percentage of layoffs in companies led by women turned out to be significantly higher. This study suggests that one cannot jump to conclusions that women completely avoid layoffs or make decisions differently based solely on assumptions of empathy.

Another report from the International Labour Organization (ILO) from November 2026, based on data from approximately 12,000 enterprises in 99 countries, showed that the probability of achieving better business results in companies managed by female CEOs was 6.4% higher. Nevertheless, this report does not confirm that female CEOs provide better severance packages or manage layoffs more empathetically.

Corporate experts believe that the approach to managing layoffs depends more on personal values and corporate culture than on gender. Chetna Israni, co-founder and director of Morning Star Brandcom, notes that it is not necessary to link this to gender, although she believes that female leaders often bring a special sensitivity to people and relationships. She emphasizes that a business decision can be commercial, but how it is delivered reflects the person's character.

Similarly, Tanya Singh, Global Vice President of Marketing and Transformation at Vertex Group, believes that compassion should not be limited only to women. She states that as a female leader, she avoids asserting that empathy is a trait of any single gender. Singh argues that empathy is shaped by experience and is available to any leader.

Experts also agree that empathy should never come at the cost of business stability. Tanya Singh insists that after announcing layoffs, leaders must maintain transparency, ensure adequate transition support, and remain visible. Chetna Israni also highlights that female leaders often face double standards: they are expected to show care, but when making tough decisions, they are subjected to closer scrutiny.

In conclusion, the question is not whether female CEOs make layoff decisions differently. The real question is whether any leader, regardless of gender, possesses enough sensitivity to prevent employees from feeling 'protected' (redundant or useless) when difficult business decisions are made. After all, business can fail, but basic human etiquette must always be maintained.

The international design platform Canva has announced layoffs. This decision will affect about 22 percent of the company's total staff, amounting to 1,271 employees. Canva CEO Melanie Perkins called this moment the most difficult in the history of the thirteen-year-old company.

However, despite the layoffs, not all affected employees will lose their jobs; some may see changes in their responsibilities or be offered relocation to other cities. Melanie Perkins stated in a message sent to employees on November 4th that the company is making changes to its working methods, team structure, and necessary skills for the future.

According to the CEO, Canva's business growth has slowed for the first time in a decade, making this year the toughest for the company. Perkins emphasized the need for large-scale transformations in the operational structure to prepare for the next decade, as minor adjustments would not suffice.

The company aims to work with smaller, more autonomous teams to accelerate decision-making and clearly define employee responsibilities. Although the CEO's message did not directly mention the impact of artificial intelligence on layoffs, the decision comes against the backdrop of increasing use of AI tools in the design and software industry, which is changing the competitive landscape and business practices.

Canva plans to consolidate its product, growth, and platform teams under a single product organization. The goal of this step is to increase cohesion between different groups and reduce workflow delays. Furthermore, the company intends to reduce management levels and consolidate certain functions so they carry broader responsibilities.

The company wants teams to be able to run projects from start to finish independently, avoiding constant reliance on different departments for decision-making.

Canva plans to concentrate some of its product and other teams in Sydney. Employees may be asked to relocate there, and the company will assist them with the move. Starting in January, most hybrid employees will be required to come into the office two to three days a week. The company notes that while working in different countries has its advantages, collaborative teamwork is essential for solving complex problems.

For those leaving the company, Canva has announced a support package. Departing employees will receive at least six months' pay, in addition to all legally mandated payments. Additionally, they will be offered career counseling, interview preparation, and access to LinkedIn Premium for one year.

It was also announced that employees whose positions are being eliminated can keep their corporate MacBook laptops. Moreover, some employees will be offered the opportunity to apply for a $10,000 grant to launch a new business or public project. This decision by Canva demonstrates the company's commitment to a complete reorganization, even though it means 1,271 employees must now seek a new career path.

Deciding to forgo a high-paying job for one's own business is a difficult step, especially when it turns out that staying a little longer could have brought in a significant sum of money after leaving. Atishay Jhin, a former software engineer at Microsoft, faced this situation. He left the company to create his AI startup, but shortly after his departure, Microsoft introduced a voluntary separation program that could have earned him around 1.5 million rupees.

Despite losing this amount, Atishay does not regret his decision. Previously, Atishay Jhin worked at both Microsoft and Nutanix. Last month, he left Microsoft to dedicate himself fully to his AI project, ScaleWorks AI.

Atishay shared in a LinkedIn post that he made the decision to leave too hastily, quitting a month earlier than planned. If he had stayed with the company for one more month, he could have received about 1.5 million rupees under Microsoft's voluntary separation offer. He noted that these 1.5 million rupees were offered in exchange for leaving the very job he had already decided to quit. Although the loss of this amount disappointed him, he emphasized that he does not regret his decision to leave the job.

Atishay also mentioned in his post that his startup, ScaleWorks AI, has achieved significant success in its first month after his departure. According to him, the startup officially became a member of the OpenAI partner network. Furthermore, he managed to get into the global freelancer network Toptal. Atishay believes that now, with the time freed from work, he can focus entirely on developing his startup, allowing him to work on his ideas faster.

In his post, Atishay questions whether he lost 1.5 million by leaving a month early or gained an extra month to pursue his dream. In his opinion, only time will provide the answer to this question. In conclusion, he asked to be asked about this decision in two years. His story serves as an example for those willing to take risks, leaving stable employment and guaranteed salary for their own venture. Nevertheless, startup success is not guaranteed, and such decisions always involve financial risks.