Point to Ponder

********* The intent of the post is to share management actions in times of crunch with no intention of creating a furor amongst the industry professionals **************

Seeing a blog post with a such a subject might scare away people like me from even clicking on it. But to think of such an activity being carried out in an organization is painful job indeed. The parties on either side of the table have a notion to justify and support. Nonetheless it is the employer who has the final say whatever be the argument or counter argument.

Considering the global financial crunch, down sizing, lay-offs, cost cutting are some of the jargon we tend to listen around us. With clouds of down-sizing looming above in local market here is what Kawasaki thinks about it:

Kawasaki (Venture capitalist and democratizer of information How to Change the World) has the following viewpoint on laying off people. Some aspects are interesting others not so amusing.

a) Take Responsibility — CEO has the final say in such matters, so needless to blame it on the board of directors, market conditions and competition. CEO being the leader shall accept the responsibility with courage.

I tend to differ slightly here. If the market conditions are stable then why go for a down sizing activity. The org can live with a non-increase in head count if the market / competition allows it. Again what ever the decision the CEO as a leader has to take the lead and put it as softly as possible.

b) Cut Deep and cut once

If it is inevitable then Yes, one big blow to do away with the excess chunk. Multiple cuts tend to effect the employee morale more with reducing motivation levels.

c) Move Fast

When ever the decision is made act on it quickly and swiftly rather than making it a gossip point.

d) Share the pain– When people around you are losing their jobs, you can share the pain, too. Cut your pay. In fact, the higher the employee, the bigger the percentage of pay reduction. Take a smaller office. Turn in the company car.

Probably this one relates more to the top management rather than the co-worker. Share the pain just as you share comforts in good times.

e) Dont ask for pity — The person who suffers is the one being terminated, not the manager.

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f) Provide Support

Yes the post lay off support, like counseling, resume writing and job search help.

One of the most challenging aspect in a work enviroment is Change Management. Whether is relates to some procedural change at grass root level or some product introduction, change is resisted.

This is better digested if it is coming top-down (from higher ups). But the air of discontentment is felt. Taking the last customer satisfaction post one step further, one way of improving it is to go for a Quality management system.

Going through one such phase in my work place, the readiness or should i say willingness to adapt to this upcoming change is on the lower side of the measurement scale. Some term it as another form of bringing in bureaucracy in work flows, others simply resisting it because it will highlight and measure the effectiveness and efficiency of their procedures.

Not owning this change is the biggest challenge. One of the ways adopted to tackle it, is to bring the change or get it enforced top-down. Then again the buy-in is not high. Another method is to have one-to-one meetings with line managers and explain them “Whats in it for me?” Try to ward off the fear of additional work and explain the positive aspects of change.

Once there is acceptability, then constant training can lead to a successul change across the board.