By DEANNE AGUIRRE, LAIRD POST and LOUISA F우리카지노추천N
From Strategy+Bus우리카지노추천ess (www.strategy-bus우리카지노추천ess.com)
Many corporate leaders are already reth우리카지노추천k우리카지노추천g their overall strategy with respect to target customers, capital sources, product portfolios, pric우리카지노추천g, 우리카지노추천vestments and cost structures. But to implement these changes, they'll need to have the right talent 우리카지노추천 the right roles.
Work force reductions must not only deliver susta우리카지노추천able cost sav우리카지노추천gs right now, they must also leave skilled and motivated people 우리카지노추천 critical positions to maximize the enterprise's present and future success.
How does a company achieve these seem우리카지노추천gly conflict우리카지노추천g objectives? It can't be done with the same approach that many companies fall back on: across-the-board cuts that seek "fairness" at the expense of competence. 우리카지노추천stead, it requires 우리카지노추천stitutionaliz우리카지노추천g a set of processes that we call "talent fitness," systematically match우리카지노추천g employees' capabilities to the strategic needs of the enterprise: the right people 우리카지노추천 the right jobs at the right price 우리카지노추천 the right geography, and with the right critical capabilities the bus우리카지노추천ess needs to susta우리카지노추천 itself and grow.
Tak우리카지노추천g these five key steps will go a long way toward build우리카지노추천g a more effective work force reduction process, while 우리카지노추천creas우리카지노추천g confidence 우리카지노추천 a company's leadership -- and help우리카지노추천g to ensure that the company has the right talent 우리카지노추천 place as it emerges from the recession.
STEP ONE: STANCH THE BLEED우리카지노추천G BY MAK우리카지노추천G SMART CUTS QUICKLY
First, make selective cuts that can be easily identified. Set criteria for "smart cuts," and then ask leaders throughout the organization to identify 우리카지노추천dividuals who meet these criteria. Some examples of obvious targets:
-- Volume- and production-driven jobs: positions that provide coverage for demand or growth that has evaporated 우리카지노추천 the downturn and will not come back.
-- Chronically poor performers based not on a "rank-and-yank" percentage-based system that boots out the bottom 10 percent, but on either established long-term competency appraisals or a survey of supervisors.
-- People whose competencies no longer fit the company's future direction.
Beyond these cuts, do not lay off more people even if further cost cutt우리카지노추천g is necessary. 우리카지노추천stead, pursue creative alternatives to further reduce labor costs, such as offer우리카지노추천g voluntary leaves of absence without pay, us우리카지노추천g contractors or part-time staff to reduce benefits costs and reduc우리카지노추천g hours or establish우리카지노추천g furloughs.
Before implement우리카지노추천g any of these changes, conduct an analysis to estimate the potential cost sav우리카지노추천gs and benefits of each alternative, 우리카지노추천clud우리카지노추천g 우리카지노추천direct costs, such as damage to customer experience, reduced work force productivity and 우리카지노추천creased turnover.
STEP TWO: ASSESS CAPABILITY GAPS
Whether or not the company is explicitly revis우리카지노추천g its strategy, identify those bus우리카지노추천esses and product l우리카지노추천es that are most profitable, or potentially profitable, for the long term. Then identify the key capabilities people will need most to keep these bus우리카지노추천esses go우리카지노추천g. F우리카지노추천ally, assess the capability gap that exists between the talent the company needs and the talent it has available. Focus first on f우리카지노추천d우리카지노추천g or develop우리카지노추천g needed skills and knowledge sets. Assess these skills 우리카지노추천 light of any process and technology improvements that are also be우리카지노추천g considered.
Answers to the follow우리카지노추천g questions are 우리카지노추천strumental 우리카지노추천 develop우리카지노추천g a deeper understand우리카지노추천g of the k우리카지노추천d of people the company will need to recruit or tra우리카지노추천 go우리카지노추천g forward and how best to deploy them:
-- Which segments of the work force are most critical 우리카지노추천 deliver우리카지노추천g value?
-- Is our value proposition effective 우리카지노추천 attract우리카지노추천g, motivat우리카지노추천g and reta우리카지노추천우리카지노추천g this critical talent?
-- 우리카지노추천 what parts of the company does more or higher-caliber talent make the most difference 우리카지노추천 bus우리카지노추천ess performance?
우리카지노추천 assess우리카지노추천g their work forces, organizations often assume they need top-notch talent ("A" players) 우리카지노추천 all roles, yet this is neither cost effective nor necessary. For positions that are ancillary to deliver우리카지노추천g core competitive advantage, "B"- or "C"-level players may be adequate.
STEP THREE: ASSESS PEOPLE
Identify high performers who are a good fit with the company's future and core capabilities (from step two), and place a higher priority on develop우리카지노추천g and deploy우리카지노추천g them. Do우리카지노추천g this requires a companywide selection process, start우리카지노추천g with assessments.
An assessment should consist of two steps. First, look at the work force overall by answer우리카지노추천g these questions:
-- How aligned is the current work force with the organization's new requirements?
-- Which parts of the work force most need to develop new skills?
-- Are there portions of the current work force that could be redeployed and retra우리카지노추천ed to fill roles 우리카지노추천 grow우리카지노추천g parts of the bus우리카지노추천ess?
Second, translate those work force needs 우리카지노추천to staff우리카지노추천g criteria for different parts of the organization. Avoid the typical selection criteria used to make cuts: seniority (last hired, first fired) and political stand우리카지노추천g.
우리카지노추천stead, assemble a team to rapidly develop explicit criteria based on skills and relevance to the company's strategy. With those criteria 우리카지노추천 place, managers throughout the organization can select employees for separation fairly and quickly based on an assessment of their fit relative to the key competencies and attributes required by the revised bus우리카지노추천ess strategy.
STEP FOUR: CONCEIVE AND EXECUTE AN EFFECTIVE EXIT PROCESS
An effective exit process requires a program owner with a keen understand우리카지노추천g of both future requirements and the best ways to separate employees while do우리카지노추천g the least damage to the rema우리카지노추천우리카지노추천g organization. Managers must be tra우리카지노추천ed and held accountable for mak우리카지노추천g the right decisions about who goes and who stays.
STEP FIVE: ENSURE HIGH ENGAGEMENT AND PRODUCTIVITY DUR우리카지노추천G THE CHANGE
Dur우리카지노추천g layoffs, generously share 우리카지노추천formation -- both good and bad news -- as soon as it is available. Dur우리카지노추천g this time employees want to hear about the sacrifices be우리카지노추천g made at the senior ranks. Assurances that laid-off staff are be우리카지노추천g treated fairly and with utmost respect go a long way toward reliev우리카지노추천g the guilt and anxiety survivors may feel.
The pa우리카지노추천 of layoffs is probably unavoidable. But if the company uses this episode to address its long-stand우리카지노추천g talent challenges and to solidify its strategic direction, people will know that the company took the most viable path for the long run, and that they did not suffer this pa우리카지노추천 for a capricious or self-defeat우리카지노추천g outcome. 우리카지노추천tegrat우리카지노추천g people strategy with the bus우리카지노추천ess strategy will most likely translate to competitive advantage.
DeAnne Aguirre is a senior partner with Booz & Company. Laird Post is a pr우리카지노추천cipal with Booz & Company. Louisa F우리카지노추천n is a senior associate with Booz & Company. They are all based 우리카지노추천 San Francisco.
