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<\/div>\n?Early in my HR career, I worked for a manufacturing operation with small facilities across the country. In 2008, the organization lost $20 million. Based in New York state, we had over 400 employees working in three shifts, and with the significant financial losses, we had no choice but to furlough and lay off large numbers of people quickly. In just one week, 120 hourly and salaried employees were laid off. Unfortunately, I learned the challenges associated with downsizing. The process was successful, though, thanks to open communication, and a variety of tools and resources we offered. We were able to engage the remaining workforce in moving the organization forward while evolving the culture.<\/p>\n
Uncertainty is never easy for an organization or workforce: Transparency is the best policy. In uncertain situations, treat your workforce as you would want to be treated. Legal guidance is strongly recommended as well. Here are some other things to think about: <\/p>\n
To finish up on my 2008 story, we successfully helped the organization evolve, and it did become profitable. Communication and evolving the culture ensured change. <\/p>\n
Downsizing is never easy for any HR professional, but if you do have to strategize and navigate through uncertainty, being a SHRM-CP or SHRM-SCP credential-holder will set you apart. SHRM provides great resources and support. <\/p>\n
Matthew W. Burr, SHRM-SCP, is owner of Burr Consulting LLC in Elmira, N.Y., and McKinney, Texas, a co-owner of Labor Love LLC, an HR consultant, an adjunct professor, and an on-call mediator and fact finder for the New York State Public Employment Relations Board.<\/em><\/p>\n