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Sorry for the naive question, but in that kind of situation, how do you assure the continuity of the organization ? What if the people being let got were suppor
by seren 10y ago
Sorry for the naive question, but in that kind of situation, how do you assure the continuity of the organization ? What if the people being let got were supporting customers, about to close a deal, and so on ? How do you make sure people are not leaving with a critical "know-how" ?
- passivepinetree 10y agoI'd imagine that in the case of such a drastic downsizing, that sort of thing was the least of the company's worries.
- MagnumOpus 10y agoPeople in the middle of a deal or with crucial know-how will be called to serve out their notice period for handover - which if the HR is switched-on is 1-3 months. Usually some extra severance money will be offered as a sweetener compared to running away immediately. However, potential to do damage usually supersedes potential to benefit the business in the notice period. A company with sane HR has preventative policies in place: - Never have single-person key-man risk in the first place; always have a backup/deputy designated well in advance because anyone can be hit by a bus. Helps with covering holidays too. - For highly sensitive jobs like sysops or people dealing with customer money, revoke access to systems first thing in the morning, then tell them, then immediately escort them out. - Don't have shared or master passwords anywhere, but have user-based ACL instead so access can be revoked.
- brazzledazzle 10y agoIn theory the manager is supposed to determine who's needed for a skeleton crew. But there's managers that retain the people they thought were competent but because they're blinded by ass kissing they end up with less than ideal staff. At the end of the day it probably doesn't usually matter that much though, a drastic downsizing is usually a death knell anyway.