Analysis Of Layoffs That Managers Should Master

< p > in the face of < a href= "http://www.91se91.com/news/index_c.asp" > layoffs < /a >, how can managers manage to minimize the emotional fluctuations of employees in a wise and sincere way? Steven, Harvard University.

Professor Robbins (STEVERROBBINS) put forward the following 8 suggestions, which may help companies to spend the "layoffs" in the throes of pain and effectively prevent potential risks.

Professor Robbins, President of VEN TURECOACH, University of Cambridge, has been combining actual business activities with teaching research, focusing on the management and art of leaders.

Professor Robbins believes that every resentful employee, including those dismissed and left behind, may become obstacles to the company's future progress.

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< p > < strong > keep communication, long live understanding < /strong > < /p >

< p > usually in order to maintain morale, < a href= "http://www.91se91.com/news/index_c.asp > > manager < /a > think that employees should not be informed of too many negative information of the company.

However, in today's highly developed and unobstructed information, people's eyes are more brightly than ever before. Even if the management intends to whitewash the peace, employees can still find out from various minor details, such as vague objectives of business objectives, the compression of funds from existing projects, and so on.

It is better to make clear the company's predicament as early as possible, and discuss how to solve the problem together.

This will enable employees to have a sense of participation, which is the most important understanding and consensus basis for facing problems.

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< p > < strong > facts and figures are better than all platitudes < /strong > /p >

< p > when layoffs are unavoidable, let employees understand why.

Do not announce layoffs in a simple or bureaucratic way, but let us show you the changes in market share and illustrate the specific progress of competitors.

When BAYFRONTMEDICALCENTER was annexed by the STANTHO NY SHEALTHCARE in 1997, the management of the befred Medical Center opened an internal question answering hotline on the LAN to answer questions such as "how many jobs will be canceled". Although the answer is not optimistic, at least help employees understand and understand the truth.

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< p > it is necessary to remind managers that the instructions to employees must be truthful and credible. Neither do they blindly praise the company's performance 2 months before the layoffs nor do they exaggerate the company's difficulties in layoffs.

Because once employees think they have been cheated, they will never be able to arouse their trust in the future.

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< p > < strong > < bad news first > /strong > /p >

< p > when the "layoff" has entered a substantive stage, every employee is asking, "how bad is it? How many people are going to be cut off?" at this point, managers should tell everyone the worst news, and don't beat around the bush with fierce competition, market pressure and financial difficulties.

Only by making clear the concerns of the employees can we stabilize the army's mind and continue to work.

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< p > < strong > facing the embarrassing moment < /strong > /p >

< p > for managers, the most painful moment is to speak directly to employees and say "two words".

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"P", so many companies will give this "honorable" task to the personnel department to complete.

But don't forget that most of the past employees' most important work is to communicate with direct management personnel before they have contact with the management of the company.

Therefore, at the end of the employment relationship, it is better for direct managers to communicate the decisions of the company.

Just imagine that if a personnel manager announces a notice of dismissal to 50 employees, he or she will face 50 exciting, angry, shocked, frustrated and confused company colleagues. And the shadow of this notice will also affect the working relationship between him and her other employees in the future "a href=" http://www.91se91.com/news/index_c.asp < < /a >, because he or she has become a messenger of "bad news" in our eyes.

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< p > < strong > < < > /strong > < /p >

< p > the simplest way to inform layoffs is perhaps to put a note on the employee's computer, which reads, "do not come here again tomorrow."

But this is also the most crude and harshest way.

Managers should adopt a more intimate and implicit way to tell employees the bad news, because different people will react differently to others: someone needs to simply vent their emotions; others need time to think about contingency; others need the company to give specific reasons and explanations, and so on.

The company should try to satisfy the employees' reasonable requirements, and the sooner the better, so that employees can understand (for example, with a word "I can help you"), the most urgent task at present is to think about their future, instead of continuing to pursue the details of the company.

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< p > < strong >. As far as possible, please go to the scene < /strong > < /p >.

Like P, just like Bodhisattva's "omnipresent" meaning for Buddhists, CEO is the representative of the top management of a company when it takes a lot of layoffs.

If you can't comforts yourself at the scene, you should write at least a sincere letter of explanation to the staff.

Once there was a company to dissolve a field office, but the president of the company did not come to the office, nor did he write the explanation letter to the head of the office, but sent some documents to terminate the contract by FedEx.

So the manager who was in charge of this matter set up a new portal in anger, pulling out the entire office team and facing the original company.

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P can also overturn the boat. If the CEO is not handled properly during the layoffs, it will cause many intangible and tangible losses to the company. Even after a few years, the resentful employees may still spread the company's evil deeds everywhere.

Therefore, wise CEO will not only explain the causes and consequences of layoffs to employees, but also require direct managers to minimize the impact of layoffs. At the same time, it is best to guide and help employees apply for new jobs.

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< p > < strong > help employees find new boss < /strong > /p >

After the P layoffs were announced, every dismissed employee was wondering, "what should I do now?" usually only a few people have their own personal resume and job search network.

So if this company is able to help employees to introduce new jobs in a time of unemployment pressure and mood swings, it will make all employees, including those who are on the job and dismissed, understand that the company respects them as talents, not just managing them as some kind of resources.

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< p > at the same time, it is necessary to remind managers that it is best not to inform layoffs on Friday, because employees will have a depressed weekend and work hard for 2~3 days before they can find work again (next Monday).

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< p > < strong > > concern about "Survivor" < /strong > /p >

P survivors need to continue to struggle for the future of the company, but their doubts about the company will linger for a long time.

They want to know if their jobs will change? Are there any changes in their jobs and goals? What is the company's financial situation and whether there will be new layoffs? Therefore, executives must give clear instructions to everyone at all levels to eliminate their worries and devote themselves to work.

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< p > in short, the "layoff" operation is a thankless task. Managers must firmly bear in mind that if the mentality of employees is not handled well, there will be four rumors in the market, and words will be fearful.

But as long as the management of the company can communicate with the dismissed employees clearly and honestly, and maintain the morale of the employees, the company can get through this dangerous period smoothly.

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