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The Art of Laying People Off
Guy Kawasaki of How to Change the World | November 18th, 2008 - 11:47 PM
(231) found this useful. Do you? 
I hope that you never have to lay off or fire people, but the reality is that you will as you advance in your career. If you are scoffing (“Guy, you are clueless: We’ll never downsize, because we’re growing so fast, and I’ll never make a bad hire”), then you’re my intended reader.
- Take responsibility. Ultimately, it is the CEO’s decision to make the cuts, so don’t blame it on the board of directors, market conditions, competition, or whatever else. In effect, she should simply say, “I made the decision. This is what we’re going to do.” If you don’t have the courage to do this, don’t be a CEO. Now, more than ever, the company will need a leader, and leaders accept responsibility.
- Cut deep and cut once. Management usually believes that things will get better soon, so it cuts the smallest number of people in anticipation of a miracle. Most of the time, the miracle doesn’t materialize, and the company ends up making multiple cuts. Given the choice, you should cut too deeply and risk the high-quality problem of having to rehire. Multiple cuts are terrible for the morale of the employees who have not been laid off.
- Move fast. One hour after your management team discusses the need to lay off employees, the entire company will know that something is happening. Once people “know” a layoff is coming, productivity drops like a rock. You’re either laying people off or you’re not—you should avoid the state of “considering” a layoff.
- Clean house. A layoff is an opportunity to terminate marginal employees without having to differentiate between poor performers and positions that you’re eliminating. It’s good for the marginal employee because he’s not tainted with getting fired. Finally, it’s good for the employees who remain because they will see that you know who’s performing and who isn’t.
- Whack Teddy. Most executives have hired a friend, a friend of a friend, or a relative as a favor. When a layoff happens, employees will be looking to see what happens to Teddy. “Did he survive the cut or did he go? Is it cronyism or competence that counts at the company?” Make sure that Ted is dead.
- 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. Reassign your personal assistant to a revenue-generating position. Fly coach. Stay in motels. Sell the boxseat tickets to the ball game. Give your 30-inch flat-panel display to a programmer who could use it to debug faster. Do something, however symbolic.
- Show consistency. I cannot understand how companies can claim that they have to cut costs and then provide severance packages of six months to a year of salary. You would think that if they wanted to conserve cash, they’d give tiny severance packages. Typically, there are three lines of reasoning for generous severance packages:
- Cutting head count, even with severance packages, is cheaper than keeping the employee around indefinitely, and we don’t want any lawsuits.
- We have lots of cash, so our balance sheet is strong, but we need to cut heads to make our profit-and-loss statement look better.
- Wall Street (or your investors) is expecting dramatic actions, so we need to do this to show the analysts that we’ve got what it takes to be a leader.
None of these reasons makes sense. If you need to do a layoff to cut costs (and conserve cash), then provide minimal severance packages, cut costs as much as you can, conserve as much cash as you can, and deal with your guilt in other ways. If nothing else, it’s a consistent story.
- Don’t ask for pity. Sometimes managers go to great lengths to show the person they’re laying off (or firing) how hard it is on them. Th is reminds me of the old definition of chutzpah: A boy murders his parents and then asks the court for leniency because he’s an orphan. The person who suffers is the one being terminated, not the manager.
- Provide support. Usually, the people getting laid off aren’t at fault. More likely, it was the fault of top management—the same top management with golden parachutes. Hence, you have a moral obligation to provide services like job counseling, résumé-writing assistance, and job-search help. There are firms that specialize in helping employees during “transitions,” so use them.
- Don’t let people self-select. We had a joke at Apple during the dark days of the late eighties that went like this: We would announce that employees who want to quit should come to a big meeting. Those who want to stay at the company should not attend. Then we would let the people go who didn’t attend the meeting and keep the ones who wanted to quit—because the latter were smart enough to know that we were in bad shape or that they had better opportunities elsewhere.
The point is that if you let people choose to get laid off or retire, you might lose your best people. Deciding whom to lay off is a proactive decision: Select the go-forward team to ensure that you never have to lay people off again. Do not leave this to chance. - Show people the door. With few exceptions, all you should do is let people finish the day, maybe the week. (My theory is that Friday is the best day to do a layoff because it lets people have a weekend to decompress.) Showing people the door seems inhumane, but it’s better for both the people leaving and the people remaining.
- Move forward. Let people say good-bye and then get going. This is when leadership counts. In bad times, you separate the men from the boys and the women from the girls. After the layoff, this is what the remaining employees will be wondering about:
- Guilt: “Why did I survive the cut and my colleagues didn’t?”
- Future of my job: “Will I survive the next round if there are more cuts?”
- Future of the company: “Will the company survive at all?”
So you set—or reemphasize—goals, explain what everyone needs to do to get there, and get going, because the best way to move beyond a layoff is to get back to work.
Immediately after a layoff, you might want to retreat to your office, turn off the phones, stop answering e-mails, and avoid everyone. These are the worst actions to take. This is the time for you to motivate by walking around. Employees need to see you, talk to you, and get your help and advice. They don’t want to think their leader is cowering in some foxhole. The brave face that you put on may be a charade, but it’s an important charade.
Reprinted by permission from Reality Check: The Irreverent Guide to Outsmarting, Outmanaging, and Outmarketing Your Competition. In other words, I asked myself if it was okay. If you liked this chapter, there are ninety-three more where this came from.
Chris Spagnuolo | November 19th, 2008 at 12:53 pm
you know how many hourly jobs GM has laid off from 2006 to July 2008? Take a guess. How about 34,000? And now, they’re talking about another 5,500 layoffs. How many hourly jobs has Toyota’s American production system laid off in the same time frame? Zero. That’s right. ZERO. So, what does Toyota know that GM doesn’t?
Read more at http://edgehopper.com/what-toyota-knows-that-gm-doesnt/
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Alex Berger | November 19th, 2008 at 12:56 pm
Fantastic post. I’m only 4 years into the corporate world and a year out of College so I have not found myself in the position of laying people off, but having seen layoffs executed a number of different ways your points are definitely all right on and in line with sound leadership. It makes a huge difference in psyche and behavior.
I’ve noticed the same applies when working in group or volunteer communities as well.
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Michael Murdock | November 19th, 2008 at 12:56 pm
Great posting. Will come in handy soon. -Mike
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Webconomist | November 19th, 2008 at 12:58 pm
Excellent article, my only disagreement is the preferred day of a lay-off.
It should be Monday. That way they can go home and Tuesday either start looking or filing papers for EI or whatever. Over the weekend they will stew and may call former co-workers and make it difficult on them.
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Richard | November 19th, 2008 at 1:10 pm
What is the timescale between deciding to lay people off and then deciding who is going to be laid off.
In the UK when redundancies are announced there is a 90 day consulting period within the whole company, in that time the identify those at risk of redundancy and let them know and then finally decide who is actually going to go and confirm the redundancy,in that time they give those people at risk a chance to look for other work and workshops to help improve their job seeking techniques.
I know because I went through the same thing when I lost my job because of cost cutting.
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Debbie Weil | November 19th, 2008 at 2:00 pm
Guy,
How do you think a company or CEO blog plays into this? Should the CEO promptly post an announcement of the lay-offs on the company blog — immediately after informing employees internally?
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Murky | November 19th, 2008 at 2:04 pm
Great advice. # 7 is a bit tricky. I understand the need to cut costs, and after all, employment is essentially at will for most companies so no severance is required. I often found that having a decent severance package (and providing job hunting support/resources, etc.) helps lessen the impact of bad feelings not only for the person being laid off but also for the people who are remaining who want to make sure people are treated humanely and fairly for their contributions. Decent severance package does not mean incentive package of course!
For #11, treat people with dignity. Telling someone they’re laid off and them having to pack up their things and carry them out the door (sometimes in multiple trips) is humiliating. Let them know the bad news and then offer a time after work or during the weekend when they can come back to collect their things or offer to pack their things up and ship it to them.
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Craig Jolley | November 19th, 2008 at 2:16 pm
Have to agree about Monday being preferred over Friday for lay-off day. Having been Riffed in the past there is nothing more depressing (when cut on a Friday) than facing two days of being unable to start on a transition. Instead of decompressing it only ratchet ups the stress level.
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laid off | November 19th, 2008 at 2:20 pm
All good advice.
I was laid off a while back, and my boss said that if I wanted a good recommendation from him, I needed to stay a month to train everyone else on how to do my work! I’ve just started looking for work, and the lack of bites for jobs I am extremely qualified for suggests that he really is holding it against me that I decided to stay home the next day rather than suffer through handing off all my beloved projects to my apparently superior co-workers. If I don’t get a job soon, I may be looking for a lawyer.
My advice: do NOT make decent recommendations contingent on ridiculous demands.
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Dave | November 19th, 2008 at 3:16 pm
“If you need to do a layoff to cut costs (and conserve cash), then provide minimal severance packages, cut costs as much as you can, conserve as much cash as you can, and deal with your guilt in other ways.”
The reason for large severance packages is to reassure those who remain. Even if you think there will be only one, large layoff, the average worker has no reason to believe that. They’ll be asking “what if I’m let go in three months?” If they see that your attitude towards the laid off is “Here’s your accumulated vacation pay. Your medical insurance terminates at 5:00. Now leave.” they’ll be much more inclined to start looking for a new job right away.
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Barry | November 19th, 2008 at 3:20 pm
In my 27 years in business I’ve managed quite a few people, but never had the honor of mass “cuts.”
Mass cuts are frankly the chicken s*** way out of tough times, and sends a very bad message to the rest of the crew. “Hey, as long as things are good, we’re good. But when things are tight, our loyalty stops there…except for us top managers..the company NEEDS us.”
This is a bunch of omnipitent BS. If you hired the person, you needed that person. And unless business has fallen off a cliff because your product is no longer needed (rotary phones), then you re-market, re-package, and take the people you wanted to layoff and make sales people out of them, or evangelists or something else…
I see all these massive cuts big companies are announcing and thinking “who are the numbskulls who hired these people?” So Citi Group suddenly doesn’t need 5,000 people? BS, they’ll just lump the work those 5,000 were doing onto some other schleps back and make him/her miserable.
I think too many CEO’s allegiances to their shareholders have placed blinders on what drives their business in the first place..
I love Guy, I do not love this post… sorry…
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Rick T. | November 19th, 2008 at 3:48 pm
A couple of thoughts:
- Both the people who stay and those who leave must be treated as adults, and with dignity and respect.
- One reason to provide severance package is to acknowledge that many of those who are being laid-off have put in years, perhaps decades, of faithful service to the company. Execs may have a golden parachute, but the rank and file do not. Often the ones who can most easily survive a layoff (execs) are the ones who get the big packages, while the ones least able to survive it get squat.
- National, state, and local laws and regulations can have an enormous impact on what employers can and can’t do regarding layoffs (as Richard from the UK indicates). Employers need to carefully act within both the letter and the spirit of these laws to avoid significant legal repercussions.
Having been laid off and having had to lay people off (at different points in my career), and seeing the past and current wreckage around Silicon Valley, I can attest to the value of these guidelines.
Great post, Guy. Thanks, Rick
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z4ck | November 19th, 2008 at 3:48 pm
@Chris Spagnuolo:
Toyota has people work through contracting agencies for years (you might be a contractor for 5 years if the economy is bad), and I doubt they count the contractors they get rid of.
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Berend de Boer | November 19th, 2008 at 4:29 pm
Richard: In the UK when redundancies are announced there is a 90 day consulting period within the whole company
If you wonder why the UK is in such a bad shape, you found the answer. Time scale = 0, read article. Your business should never be in the position of considering layoffs.
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Karen Davies | November 19th, 2008 at 4:52 pm
I’ve had to conduct over a dozen individual firings and layoffs over the past 3 years and it’s not as difficult as people may think. I agree with Guy’s assessment on layoffs, always be the bigger person and take responsibility as a leader or atleast explain the company’s evolution. Jobs, raises and promotions are not just based on individual’s performances, but also the company’s. One additional word of advice, always have a witness present, even with a layoff.
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lmckeogh | November 19th, 2008 at 5:14 pm
As someone that was recently laid off I have been tracking these topics closely to understand the rationale better because of points 8 & 9.
I also disagree with point 7 (severance) because as Rick T. point out, I gave 9 years to the company and was at least planning another 2. That changed in an instant. Fortunately, I got a decent severance package that was based on time served. My attitude towards my former company would be completely different if this wasn’t the case. Now I look forward to starting something new and better with a company that can value my services.
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Mitch Weisburgh | November 19th, 2008 at 5:16 pm
My rule of thumb, when I had to do a layoff, was 1 week for every year of service, up to a maximum of 12 weeks.
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Ed | November 19th, 2008 at 5:28 pm
Some of the most important advice is in your last paragraph.
Those who survive lay-offs typically are faced with more work and often do not feel secure about their futures:
when will the next round of lay-offs come?
will they be next?
what will happen to the company?
Workplace insecurity can lead to less productivity, more illness and absenteeism, etc.
It would be foolish to think that they threat of losing one’s job is motivationally uplifting.
Ignore the well-being of the survivors at your peril.
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Gordy | November 19th, 2008 at 5:42 pm
Guy, brilliant (and timely) insight and tips, as always. Thanks for posting this.
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Sanjay | November 20th, 2008 at 12:49 am
Great post. Point 7 is the only one I may not be in complete agreement with. Here in India we have a notice period. Usually, it is between 2 weeks and 3 months. The severence pay should be the equivalent of the pay for the notice period. That would be fair.
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Paul Kamp | November 20th, 2008 at 10:09 am
Guy, point 6 is excellent, Share the pain.
This is what the American public is looking for in its business leaders. Just yesterday, the heads of the 3 major car makers were in Washington asking for bail-out money. They all flew there in their private jets.
People have a very good hypocrisy sensor. As a leader you need to make sure that sensor does not go off in those you lead.
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Don Larson | November 20th, 2008 at 11:04 am
Make sure you don’t practice discrimination, especially age discrimination!
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Ian Waring | November 20th, 2008 at 11:27 am
When I had to lay off staff from mothership DEC, the guidance we received was *never* to do it on a Friday. Ever. There were some graphs on suicide rates by day of “being let go” that led to that guidance. Keeping folks surrounded by colleagues helped - so we were told Monday or Tuesday only, and to call the holders of the affected positions (and the survivors) in one by one in alphabetical order to tell them what was happening to them.
The other advice was that the first to jump ship were most often the best swimmers - so you don’t allow people to self select. You make the decision with the company’s future in mind.
Ian W.
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Barbara | November 20th, 2008 at 3:59 pm
Reply to Barry: I was once laid off by a company where retooling workers was not an option. The numbskulls quite evidently did not know what was going on with the company. The right hand was hiring at such a pace that 2 conference rooms were dedicated to onboarding meetings. The left hand was contemplating layoffs. Result: layoffs of 1/3 of the company - including some people who reported DAY ONE to a layoff meeting where they were informed of 4-week severance packages, paid outplacement sessions, and payment of a year’s leave time accrued all at once.(The accounting department was too lazy to do accrual on a paycheck-by-paycheck basis.) My salary wasn’t all that high there, but a 4-weeks work for what worked out to 12 weeks worth of pay in insurance, career counseling, etc. - heck, I’d take another job like that!
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The Cranky Product Manager | November 20th, 2008 at 5:40 pm
Oh, let the Cranky Product Manager add a #13:
During the “act” show employees the respect of a face-to-face, private meeting to break the news and answer any questions they have. Do not do what one of the Cranky Product Manager’s old bosses did: call a group meeting and lay everyone off at once in a public forum. Some people cried and were embarassed they did so in front of all their peers.
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James Fulford | November 20th, 2008 at 11:39 pm
Re #8, “Don’t ask for pity,” you should see the 1977 movie Fun With Dick And Jane, where George Segal gets laid off from an aerospace firm by Ed McMahon. Joe Nocera wrote in the the New York Times
[quote]
Here and there, the movie has some fun lampooning corporate heartlessness, but that’s not really what it’s about. On the contrary, when Dick Harper, the division head played by Mr. Segal, is fired by the company’s chief executive (played by Ed McMahon, of all people), the boss is completely sloshed. He’s been drinking because he’s so depressed at having already laid off 50 people that day. “I have blood on my hands,” the C.E.O. moans. For a guy who’s busy downsizing, he almost seems sympathetic.[/quote]
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Andrew | November 21st, 2008 at 3:01 am
Good employees should be treated well during layoffs because they may be the ones laying you off next time.
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Geoffrey Morton-Haworth | November 21st, 2008 at 3:53 am
I watched the total incomprehension on the GM executives’ faces when they were asked by congress why they felt it appropriate to fly to a bailout meeting in an expensive corporate jet. Communication is not what you say it is everything you do.
To even attach the word “art” to the disgrace of “headcount reduction” is to totally fail to understand the violation of psychological contracts (between managers who talk about vision and values and the poor fools who believed them) that most layoffs represent.
But in too many western companies “riffing a few people” has been seen as a rite of passage on the way to becoming a seasoned manager.
Normally headcount reductions turn a quantity problem into a quality problem, deskilling the organization because the better people will take the hint and leave. As Drucker pointed out: costs are internal, profits external.
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Stephanie | November 21st, 2008 at 5:41 am
I support those who emphasise the need to give a decent pay-off. I suggest giving the minimum is poor practice as it will be viewed as treating people badly and the survivors will be almost as resentful as those fired - next work upturn they will be looking for a better company to work for. Treat those you have made redundant as well as you can afford to (think of the consequences for the individual who may be out of work for a long time in the current climate). In large organisations there is often substantial funding for redundancies and the aim is to cut ongoing costs - paying good money will emphasise that you are a caring organisation. You should also offer them support with development and job hunting if possible. Research indicates this can really help with the attitudes of those who remain to do the work.
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Silicon Valley Career Coach | November 21st, 2008 at 9:25 am
The “art” of laying people off? Give me a break! What is creative about a rehash of standard corporate litany that’s been around for years?
You forgot to suggest that employees resign so that the company doesn’t have to pay unemployment insurance.
Severance is paid as a bribe for ex-employees to keep their mouths shut and not sue for the age discrimination that the employer actually practices by laying off the older better paid workers en masse.
The ancient history at Apple in the late 1980’s is not relevent in today’s reality of work outsourced and not replaced, not to mention 39 week job searches or much longer.
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David S | November 21st, 2008 at 10:53 am
For some companies, it is a business model to hire and let go. It does not show any consideration for the employees who are “position-fillers” and certainly does not give a sense of career/development path or belonging. The opposite of that and the right thing to do from a business and humane point of view are companies like Toyota or Microsoft.
let go regardless of their performance #7 shows that you do not have any consideration for your employees. You should have a severance package to soften the blow and help your former employees with a transition. As to the comment about the bad situation in the UK, it is far from being as bas as in the US… At least they have free health insurance when they are unemployed whereas we in the US have to pay out of our own pocket
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Roberta Matuson | November 21st, 2008 at 12:31 pm
How about not using the term “lay off” to terminate people who should have been gone a long time ago? I’ve seen too many companies use the economy as an excuse to confront poor performance.
Roberta Matuson
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Wissam | November 23rd, 2008 at 11:52 pm
I don’t understand, conceptually, severance packages. When you work, you get paid. When you stop working, you should stop getting paid. If people spend every penny they earn (and more!) and don’t have the foresight to save a little for hard times, that’s their problem, not their employer’s.
I’m an employee by the way, not an employer. I just find it really strange when people start demanding money they haven’t earned.
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Rob | November 24th, 2008 at 1:08 am
Great article, but Friday is the absolute worst day to lay people off. Monday and Tuesday are the only days I would ever do it. People don’t decompress over the weekend, they simply stir and feel helpless.
If you lay people off on a Monday or Tuesday they can have instant action by filling out a resume, making some calls to their contacts, etc. This will often be insignificant, but the need to do something often helps the well being rather than feeling stuck, trapped etc. I believe this is magnified in harsh economic times like these.
Second, I believe marginal or non-performing talent should have been eliminated to begin with. If you’re using a layoff to take care of this issue then I’d include the management in the action.
Lastly, I don’t see a real problem in giving three to six months severance, if possible. It is difficult on the balance sheet, but keeps the remaining employees focused knowing they will likely be taken care of if another round comes. Otherwise you will see your best employees start spending 20+% of their time looking at other options when you need them most. Oddly enough, I was once given a retainment bonus immediately after a round of cuts so that I wouldn’t jump ship.
On a side note Guy, I went to a week long hockey camp immediately after being laid off (ok, it was more of a coincidence). In any case, it did give me a chance to think about what I really wanted to do and I did find a new position immediately upon my return.
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Lauren | November 24th, 2008 at 8:35 am
Wow, great post. I’d like to know if there’s any advice for handling the situation when the company is not offering severance or outplacement services. (And, truthfully, I’ve never heard of any top managers offering to give up their company cars … )
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Alpin McGregor | November 24th, 2008 at 2:59 pm
Agree with Barry. The analogy I use is with a sailing ship. Sack the crew and keep the captain and officers. Can they still sail the ship? I agree with the article about top management must also be seen to take a hit in salary reductions if the the rationale is cost cutting
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Jeff | November 24th, 2008 at 6:36 pm
I agree with Silicon Valley Career Coach
Although this has all the facts of the recent downturn summarized, that is simply what it is, collective hindsight in 20/20. This information would have been a lot more useful a month or two months ago.
I look forward to his article on “moving forward” and thoughts on bouncing back or driving harder than ever before.
Let’s hear something proactive.
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Nic Fulton | November 26th, 2008 at 9:33 am
At times of layoffs it is best to layoff the least performing people. If you don’t know who they are, or if a manager doesn’t, then lay off yourself or the manager (since they are clearly no performing).
I think Friday is a bad day to layoff people. It seems cheap and many people rely on their jobs for their social life. Two days to stew about losing a job with no one to talk to can be bad - think through the emotions. If you do it on a Monday, then can always meet for lunch with their old friends while determining their future. They may only know the office numbers of their friends, or not feel right calling them at a weekend.
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kelly | November 28th, 2008 at 5:04 pm
Good read! Although I am not a HR person, I find this to be the most wise advise I ever heard: # Whack Teddy…. Make sure that Ted is dead.
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Ronj B | November 29th, 2008 at 2:00 am
Great post in these times of recession. too many layoffs reported everywhere http://www.jobeehive.com/company/layoffs
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Gregg | December 1st, 2008 at 3:51 pm
Provide support. This is one of the best things that employers can do for those they are forced to lay off. I would recommend that all employers provide an assessment offered through Workkeys. It comes with a National Career Readiness Certificate that is transferrable. This is one of the best tools that i have ever seen.
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JEERI R REDDY | December 1st, 2008 at 5:32 pm
Good article, “lay off” to terminate people is not an easy task! It is painful to the management especially for dedicated employees. As I wrote in my previous comment on “Management” cut down the fat (unnecessary expenses) and try to keep your valuable employees on board. They shall bring business to company that could give revival.
THX
Dr. Jeeri Reddy
http://www.jn-vaccines.org
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Mark Steele | December 2nd, 2008 at 10:09 am
Generally good advice, I think 7 and 9 conflict. Give them tiny severances but support them?
My current company gives two months plus one week per year of service. This seems to me humane and intelligent, as it ensures the employee has some time to find work elsewhere without dipping into savings.
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Qlubb-Andy | December 2nd, 2008 at 11:12 am
When it comes to severance, don’t be hypocritical. If management team likes to say how the company is a family and that they take care of people and then give no severance when they have the wherewithal, then laid off employees as well as the ones who stay will feel the management team is hypocritical.
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Candy Moore | December 2nd, 2008 at 11:29 am
My mid-sized company announced 6% paycuts the day before Thanksgiving, effective immediately. We are not in bad shape, the owner said he was “anticipating” for next year. I am beyond angry at being given no notice. He requires 4 weeks notice to leave in good standing but he can cut pay “effective immediately”. I would be interested to hear comments regarding pay cuts.
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kelly | December 3rd, 2008 at 2:55 am
Hi Candy! I wasn’t given any notice of a paycut IMMEDIATELY after probation (this was last year). I shoulda quitted giving a month’s notice!
If you stay, you have to make do with whatever’s “given”. Most letter of appointments state that employers reserve the right to change anything without notice.
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Ravin Hari | December 10th, 2008 at 12:01 am
I agree completely with the Friday layoffs: On the + side, the laid off folks are able to update the resume, start networking and putting the CV on different websites over the weekend.
But most importantly, it won’t allow other employees time to discuss about it - which they could do on a weekday - as on Monday it is a fresh week.
Ravin
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LayoffGossip | December 30th, 2008 at 12:07 am
People always hate to talk about when they are laid off. But as it has become every day’s news headline since Yahoo started it with cutting 1500 of its task force last year, now a need of platform has been in demand where people can express their selves in words how they are feeling about their company, whey the got laid off was that justified or not.
And every thing they want to tell anonymously.And http://www.layoffgossip.com is providing you that platform.
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