Leadership for Those Who Remain
From the Eye on the Workforce Blog
by Joe Wynne
Workforce management is a key part of project success, but project managers often find it difficult to get trustworthy information on what really works. From interpersonal interactions to big workforce issues we'll look the latest research and proven techniques to find the most effective solutions for your projects.
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After layoffs you want to maintain high morale and productivity for the remaining workforce, but it is not easy. Their collective head is spinning with all kind of emotions. They are not sure what jobs to do in all cases. What's worse, you may feel the same way.
In your project, the workers who are left will be taking their cues from you. Your tone and attention to the adjustment that the workers must face are crucial:
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Stress the fact that the layoffs were not a reflection of the performance of the workers who were laid off.
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Be available - and visible - to assist reprioritizing and rebalancing workloads among the new workers.
This article is for small businesses, but the ideas are also good for projects.
Posted on: March 03, 2009 10:21 PM |
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Comments (2)
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Hi Joe
Your article does describe somewhat the feelings, emotions for those who remained. Some redundancies are forced that is the individuals concerned have no choice, others are voluntary and it is the ''Voluntary'' redundancies that are of interest. It is tough out there right now, the future is uncertain and yet we have people actually putting themselves forward for voluntary redundancies. This choice could be a personal one however on the other hand could it be that this is also an escape route leaving the organisation to its issues and problems..... The ones that do remain are they the ''lucky'' ones! or is it possibly that fear even loss of confidence stops them in their tracks.
For the staff that do remain they need to work twice as hard, their performance is being monitored, no questions asked the motto of the company could be that they are privileaged to have a job. For the ones that were made redundant by force or voluntary these are the brave people that can shake and stir and make things happen in the very near future to be inspired to move into a new career, new venture, new opportunity, to start their own business, yes these are the true brave heroes.
Has anyone else got any views on this topic!
Vasoula
Hans Robbers
Senior Director| Salesforce
Vlissingen, Netherlands
Joe
I do think there is a lot of truth in the article. And as you say there needs to be visibility and an explantion why this happens. In projects, or small communities, which have a close bond I would suggest to have mourning period which starts with saying goodbye, as can be appreciated not a huge farewell party but a decent thanks for the work and a drink will be appreciated by all parties. The day after a team meeting with remaining people to test the water:
- discuss the lay-offs and look back
- look forward and re-distribute the activities
If you chose the first option a next meeting to be schedueld to ensure the productivity will go back up again. When there are individual team members who stay in the mourning stage a 1-2-1 becomes a necessity
What do you think?
Hans
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"Whatever does not destroy me makes me stronger."
- Friedrich Wilhelm Nietzsche
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