Employee Surplus
Agenda
Introduction
Problem
Alternatives
Implementation
Timeline
Problem
Decrease in sales revenue
Abundance of qualified employee
Possible Solutions
Reduce Hours
Hiring Freeze
Voluntary Separation
Reduction in Force (RIF)
Reduce Work Hours- Pros
Reduces labor cost
Able to retain all qualified employees
Easy to introduce
Reduce Work Hours- Con
May reduce employee motivation
Skilled employees may leave company
Lowers productivity
Hiring Freeze - Pros
Encourages personal skill building
Protects current employees from layoffs
No additional company expense
Hiring Freeze - Cons
Reduces possible future ...view middle of the document...
Month 8
Prepare organization for restructuring of current responsibilities
Fill critical vacancies
Month Nine – Eleven
Monitor Sales Revenue
Survey employee productivity
Adjust workflow
Month Twelve
If desired target is still unmet, begin research RIF process.
Year One
Run company with new organizational structure.
Questions
Comments
Suggestions
References
Alevras, Joan. Frigeri, Arnold. September (1987). Picking up the pieces after downsizing. Training and Development Journal, 41, pp.29-31.
Amabile, Teresa M. (1988). A Model of Creativity and Innovation in Organizations. Research in Organizational Behavior, 101, pp. 123-167.
Amundson, Norman E.; Borgen, William A., Jordan, Sharalyn, & Erlebach, Anne C (2004), Survivors of Downsisizing: Helpful and Hindering Experience, Career Development Quarterly, 52(3), 256-271.
Armstrong-Stassen, Marjorie. (1994). Coping with transition: A study of layoff survivors. Journal of Organizational Behavior, 15, pp.597-621.
Berl, Patricia Scallan. (2005). Mature Teachers Matter. Exchange: The...