Search Results: Layoffs

They say the definition of insanity is doing the same thing and expecting different results. If that is the case, are there viable alternatives to downsizing that could save the sanity of both employers and employees alike?

As companies grow, reorganization is inevitable, but how you deal with it says a lot about you and your company. 

A workplace aggression expert at the University of New Hampshire cautions employers about what to do and not do when breaking bad news to employees.

If your company has still found that downsizing is the way to go, then you might want to consider offering outplacement services to the employees that you’re laying off.

In a time where high performance is critical, organizations that conduct layoffs may find that the survivors are disenchanted, de-motivated and disengaged---characteristics that can drag down the fiscal health of the entire company. After the chaos of downsizing, it is imperative that leaders work hard to re-instill confidence in the viability of the organization.

A lot has happened over the past year—the horrific events of September 11th, the human and financial loss that resulted, a slowing economy and resulting layoffs

They say the definition of insanity is doing the same thing and expecting different results. If that is the case, are there viable alternatives to downsizing that could save the sanity of both employers and employees alike?

As companies grow, reorganization is inevitable, but how you deal with it says a lot about you and your company. 

If your company has still found that downsizing is the way to go, then you might want to consider offering outplacement services to the employees that you’re laying off.

Business people are finding creative ways to design and modify alternatives to downsizings because reductions in force are costly, devastating to the employees impacted, and generate public ill will. If there are other options, wise employers explore them.

Assisting Layoff Survivors
Most employers do a good job of providing a safety net to laid-off employees through outplacement, counseling, severance pay, and extension of benefits, notes William M. Mercer, Inc. However, employers often fail to see the tremendous psychological effects staff reductions have on the surviving employees.

Each reduction in force is different; however there are several common steps that generally occur.

Major process phases.Downsizings, layoffs and mass plant closures are very difficult. Even when successful, there is sadness and much ill will generated. Businesses should view these acts as a complex process consisting of many phases and tasks that require coordination and careful decision-making.

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Before, during and after a downsizing, it is imperative that employers consider how they plan to retain employees who are survivors of the layoffs.  

When possible, it is important to consider all options and evaluate the alternatives to downsizing--and it all begins with communication. 

If you're still in a position right now where you need to fire people, you've got to make really good decisions. Don't make the mistake of trying to treat everybody the same.

As companies grow, reorganization is inevitable, but how you deal with it says a lot about you and your company.

As discussed in Part One, Keep Your Employees Involved, it’s important for employers to help their employees embrace changes that are being made during a reorganization.

Yes. Even in times of layoffs and slow economy, you want to offer benefits to your employees that can boost morale and increase loyalty to your company.

USERRA does not prohibit lawful adverse job consequences that result from a service member's restoration on the seniority ladder.

Typically, the first question staff will have will be who is in charge? The common assumption is that if we or our management is or remains in charge, we are ok

If a military service member is on layoff and begins service in the uniformed services, or laid off while performing service, the individual may be entitled to reemployment on return if the employer would have recalled the person to employment during the period of service.

A service member is an employee for purposes of USERRA if the individual is:

Nevada does not have a plant closing law. However, there are provisions that apply to public employers.

For information about notification requirements, contact the Department of Community Colleges and Workforce Development at (503) 378-8648.

Major process phases.Downsizings, layoffs and mass plant closures are very difficult. Even when successful, there is sadness and much ill will generated. Businesses should view these acts as a complex process consisting of many phases and tasks that require coordination and careful decision-making.

In any case where employees are discharged for the reasons indicated in items (4), (5) and (6) just above, it is the duty of the employer to retain those employ

Discrimination concerns.