The relationship between employees and employers has changed dramatically in recent years. In today's economic climate, Human Resoures leaders sit in the difficult position of balancing the need to attract and retain top talent with the reality that, at any time, there could be a strategic shift in business focus and some employees – even top talent – may be laid off.
While turning former employees into supportive alumni has always been a good business practice, with the ability of employees to share their opinions publicly on social media has made this practice critical. It’s vital to foster a positive relationship, even with employees who leave the organization when their positions are eliminated.
Employees today need direction to help them understand their role, accomplish objectives, and set goals for the future. And yet, too much direction can be just as detrimental as too little and organizations risk losing key talent and ...Read more
In today’s economic landscape downsizing and restructuring is a necessary part of business. When that time comes, HR must be cognizant not only of managing risk and keeping costs down, but also how to best transition employees out of the organization – often by utilizing outplacement services. The same is true for when an employee voluntarily leaves an organization – how that exit is handled is critical in the long run. As companies go through this process they should see this as an opportunity to create organizational brand ambassadors out of these alumni.
No one likes talking about severance.
I know this, because I’ve been talking about it for the majority of my career.
As soon as you utter the word, everyone in the room suddenly starts shifting uneasily.
While severance evokes the uncomfortable acknowledgement that, yes, sometimes we have to reduce or restructure our workforce, and, yes, that comes with an emotional cost, ignoring the issue or treating it as an afterthought actually makes things worse.