​Many a times, when it comes to cost-cutting, organizations think of cutting down on their workforce. Assuming you had optimally planned your workforce in the first place, then reducing the people count becomes extremely counter-productive.

Typical way senior leaders approach such layoffs is by asking their directors to re-structure their own group in a way, where they are able to let go of couple of their current staff members. Directors in turn look to their managers and supervisors to select people who should stay or go! Doing this in an unstructured way, not only DOES NOT save money for the organization, but in fact, over time, it will cost you a lot more in the longer run!! Because, this typical approach has several issues associated with it!!

Remember, you had hired your current staff for a reason. If you let go of a few people, then it burdens the remaining team- which is not a sustainable solution, since over time they are sure to feel stressed out and fatigued and will probably request special medical absence, which in turn will increase your benefit costs!!

Plus many a times, managers and supervisors choose people who they would like to stay within their team, this may/not be the most productive member. In such instances, the true and total cost of down-sizing (considering severance pay and other payments) is many a times even worse than continuing with the current staff size.

In addition, overwork and low morale leads to missed timelines and unsatisfied customers! The ‘fear’ of possible job loss along with the ensuing negative feedback and angry customers, further lowers employee morale and increases emotional fatigue- finally leading to totally disengaged employees and a toxic work environment.

They become a burden on the organization either ways- if they stay, it costs the organization in lost productivity (not to mention they take all their acquired knowledge and experience with them) and if they go, then the organization needs to hire new people and spend money as well as effort to train these new entrants. 

​#workforceplanning #organizationaleffectiveness #organizationaldevelopment #humanresources #humancapitalmanagement #workforcedevelopment #laborrelations #downsizing #layoffs #workforce

​Whenever companies are trying to save on their Operating Budget, one of the first things they consider is down-sizing. So, before you consider re-structuring or down-sizing your Division, consider doing this instead…

Obtain clear understanding of what exact work each person in a certain position performs on a planned basis. Also, obtain information on typical unexpected activities they are asked to perform. Now, it is true that this becomes easy to measure when the groups in question conduct a measurable service or manufacture components which can easily be measured.

But when it comes to internal service functions such as IT, HR, Finance and so on- such clear understanding of an individual’s daily work function along with performance metrics is usually not available. Though it is not difficult to identify or measure. There are several ways in which it can be done for internal service Functional areas. 

​Sandhya Bhat MSc, CSSMBB, CSSE ​has developed several new (under patent filing) and enhanced existing strategic methodologies to improve technology and human capital utilization, produce greater ROI on investments and streamline service delivery. She is an acclaimed author, speaker, a sought after thought leader and an avid world traveler.

​#workforceplanning #saynotolayoffs #organizationaleffectiveness #humanresources #humancapitalmanagement #layoffs #downsizing #laborrelations #workforce

In today’s diversified workplace, several norms which at one time may have seemed quite acceptable, maybe even welcome like hugging a colleague who is leaving the company or hugging someone who has lost a close family member; need to be revisited. There are many who may find such attention very unwelcome and even an encroachment on their privacy. 

In the age of the MeToo movement and multi-cultural, diversified workgroups; there are many challenges that face Human Resources. They need to draw out corporate policies that not only accommodate their workforce and acceptable behaviors, but also continue to maintain the “human-ness” within their workplace.

A nice read titled: To hug or not to hug: A 5-step guide to embracing at work
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​#humanresources #workplace #etiquette #workforce #planning

The extent of damage that can be caused by process inefficiencies and improper workforce planning are often overlooked!! During good times, executives tend to think of 'continuous improvement' as (at best) just a good-to-conduct steps.

They forget that reducing wastes, increasing efficiencies and properly planning your workforce are not just nice to have process/operational features, but many times they can be the determining method by which an organization is able to stay afloat during market and economic downturn...
 
When challenges come, the weakest link breaks off first! Continuous Improvement is not just about reducing costs and increasing profits... Yes, it can do that and more. During economic downtimes, efficient ways of working can help you to better utilize the same set of inputs to produce better, cost-efficient out-puts.

​This article is about the Oil & Gas industry, but frankly the lesson is for all verticals. It is time that leaders realize and start to utilize true potential of continuous improvement strategies and methodologies.

Read the article: Shale Executive Sees “Another Round Of Bankruptcies” Looming

​#oilandgas #oilprice #shale #continousimprovement #workforceplanning #oilindustry #layoffs #news