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Editor: Dr. Wolf J. Rinke 1. NEWS YOU CAN USE =================================================== =================================================== ================================================== It is an ideal gift for loved ones, friends, employees and co-workers. This wonderful desk calendar provides words of inspiration and wisdom every day of the year! PLUS easy to apply action steps to help make the message a reality! Best of all, at the end of the year, turn it over and use it again, and again . . . *************4 Calendars for ONLY $30 +S/H ****************** ************* Regular Price $51.80 --You SAVE $21.80 ************* You risk absolutely nothing!!! If for any reason the calendars are not everything you expected, send them back to me and I will give you your money back. No questions asked!!! Click www.WolfRinke.com/specialpc.htm
to order or call 800-828-9653. Offer expires 1/15/2009. =================================================== 1. Transfer jobs You may be able to retain employees by allowing them to transfer to other jobs, departments, or facilities. Be sure to announce such transfer opportunities in advance of the downsizing so that employees know that they may be able to avoid layoffs by changing jobs or worksites. 2. Establish alliances If downsizing is still necessary establish partnerships with other organizations. For example, when Emery Worldwide Airlines needed to eliminate several thousand employees nationwide it partnered with the U.S. Postal Service, which hired many of the downsized Emery employees. Everybody won. Emery was able to achieve their reduction in force (RIF) without incurring outplacement and unemployment expenses, employees continued to be employed, many in similar positions, and the Postal Service gained trained employees. 3. Cut pay across the board Instead of reducing your workforce by a certain percentage across the board cut pay and work hours for the entire workforce to achieve the needed reductions in costs. This is an option, which many employees may prefer. For example employees at a unionized Saturn plant voted to work four hours less each week to avoid an organization wide downsizing. This provided a triple win for all concerned. Plus, after business picked back up, the trained employees resumed their previous 40-hour work schedule. By the way, keep this equitable by making the cuts across the board. Not like US Airways CEO David Siegel who exacted steep pay and benefit cuts from airline employees while he received about $1.45 million in salary and bonuses, almost double the compensation that his predecessor . . . was paid the previous year. 4. Encourage phased retirement Instead of full-fledged retirement, encourage employees to accept a phased retirement, providing employees the opportunity to scale down their work hours and income on a gradual basis over a specified period of time. Losing your most experienced employees can have numerous unintended consequences. For example when the District of Columbia (DC) government downsized about 3,000 employees it lost over 60,000 years of experience including a computer information services manager who was responsible to perform virus inspections. The result, a massive system-wide crash that costs the DC government dearly. Offering employees a phased-down retirement opportunity provides the organization access to the employee's knowledge, reduces labor costs, and keeps employees loyal and employed. 5. Provide for early retirement and voluntary severance The upside of this is that early retirement programs will tend to encourage the departure of relatively highly paid employees. The downside is that you tend to lose your most experienced team members. However it's still preferable to an across the board RIF. If you still need to do more, trim very selectively focusing primarily on those employees who add the least value while minimizing the negative impact upon the remaining organization. And after you have achieved the needed reductions in labor costs, get busy over-communicating with the "survivors" to give them a sense of assurance and safety. Also find out what additional training and development they will need so that they can pick up the pieces from the departed team members and maintain productivity. Then begin the strategic process of changing your human resources paradigm by implementing strategies that are designed to prevent future RIFs. (See my next eNewsletter coming to your "in-box" in the middle of Jan. 09.) SOURCE: Based in part on "Don't Oil the Squeaky Wheel and 19 Other Contrarian Ways to Improve Your Leadership Effectiveness," available at http://www.wolfrinke.com/squeakywheel.html. =================================================== NOTE: I have other "in-house" presentations scheduled in the U.S.A., Canada and Europe. Please let me know if you are interested to preview me or bring me into your organization at reduced expenses when I'm scheduled to be in your area. That way we can let you know when I'm coming your way! =================================================== .=================================================== ===================================================
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