DOWNSIZING
1. Develop a careful, systematic transition plan. The plan should include: your goals and objectives; programs and services you will provide to both departing and remaining employees; and thorough consideration of how the plan will be implemented and communicated within the organization. As part of this planning, an organization needs to ask: "What is our purpose in undertaking this effort? To reduce overhead? Cut expenses? Improve productivity? Improve departmental responsiveness? Serve other agencies or departments better?"
2. Ensure that top managers understand the "visionary" role they must play. Top managers must spearhead the downsizing plan if it is to be successful. They must explain clearly where the organization is going and provide support to middle-level managers who may have hands-on responsibility for implementing the plan.
3. Involve your personnel or human resources department. Work closely with human resources professionals to develop action plans and communication strategies. "Human resources people are a strategic resource who can provide the arms and legs for moving forward with your plans," says Greaner. "They're also valuable as a sounding board in assessing the timing and practicality of specific transition plans and strategies."
4. Plan a communication strategy. How do you plan to "roll out" your downsizing plans? Will you downsize incrementally, or all at once? Be careful about boxing yourself in with a one-time action.
5. Communicate as much as you can, as soon as you can. Although you may be afraid of "overcommunicating" with employees, you need to keep in touch as RIF plans progress to create a climate of trust and to squelch the rumor mill that can imperil your plans.
6. Remember that you are changing the rules. RIFs or downsizings fundamentally change the operating assumptions and organizational realities by which everybody in the organization has always thought about his or her job, career, peers and relationship with the organization itself. Career transition and re-employment workshops for departing employees are critical, as are team-building and change-management programs for those who remain. Indeed, extra effort will be needed to forge common work values and organizational goals in the new environment.
7. Communicate tough decisions in a human way. "Top managers sometimes suppose that the 'troops' understand the rationale for actions being taken and that someone else is thinking about the 'people issues' involved in downsizing, " says Cates. "They often don't realize how important it is for them to be out there in front explaining why it's happening."
"And don't just talk about the numbers, either," adds Greaner. "Talk about people and how the organization wants to help them make successful transitions to what comes next."