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In our last eNews, we shared with you the top 5 Don'ts to layoffs and discussed, when handled poorly, the added concern and disloyalties that can grow within employees as well as customers. As we continue to ask our HR teams to consider workforce reduction, there are so many things to consider, including: efficiency, fewest people, retaining the best talent, and money saved. Here is a list of the top 5 Dos to downsizing that may assist your
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The Top 5 Dos in a Layoff
- Identify the work that is core to retaining a profitable business. The very first question to ask is, "What constitutes the core of our business's success?" Evaluate the importance of the job role to the organization, rather than just the individual employee in it. It is sometimes better to eliminate a less critical business unit in total than to cut some set percentage across the board.
- Identify the competencies you need to execute your business goals. Retain and engage top performers within core functions. Think through who adds value and who is hard to replace. Eliminate only non-core workers. Utilize HR and talent management technology, especially scenario-based workforce planning and performance management tools, to make better decisions if layoffs are necessary.
- Protect your bottom line and your brand. Experts tell us that every company facing downsizing must consider this question: What do you want to be known for as a result of your layoffs? The message the company sends affects the brand and may stick to the organization for a long time.
- Communicate with employees constantly. Tell people what you know when you know it. Get information to employees as quickly as possible, ensuring that accurate, precise information is available, rather than the results of the rumor mill. In layoffs, bad practices prevail.
- Pay attention to the survivors. We have all heard about the remorse syndrome: Survivors often feel guilty if they remain employed while their colleagues are let go. It is important to rebuild their confidence by helping them know they are essential to the company's future. This way, they can look forward and return to productive work as quickly as possible. Far too often, managers think that those "left behind" should simply be grateful to have a job. But at heart, these employees are often panicked and to some degree, paralyzed, fearing that they could be next. Often, the best of these employees will begin looking for another job. There was a rationale in why they were kept - so tell them so. Knowing why they survived is paramount in persuading them to stay engaged.
Top 5 list from "Recessionary Management: The Top DOs and DON'Ts for Managing Talent in the Current Downturn."
published by The Human Capital Institute and Taleo Corporation |
