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I disagree. The same rules apply to taking remote workers on. Slow and gradual onboarding with care and nurture to take them on. Careful individually planned
by Johnyma22 7y ago
I disagree.
The same rules apply to taking remote workers on.
Slow and gradual onboarding with care and nurture to take them on.
Careful individually planned offboarding to help them transition.
It's hard to do and doesn't positively impact bottom line initially but it avoids resentment in the vertical(market) which is super important for long term growth.
- paranoidrobot 7y ago> Careful individually planned offboarding to help them transition. This doesn't work when you need to make large changes to an org. I've seen first hand how different styles of this work. When it's done 'carefully and individually', and keeps happening over days (because that's what it takes) - everyone else in the company starts wondering if they're impacted, and it becomes this slow-moving horror show. Another person gets tapped on the shoulder, called into a room and let go. Meanwhile the business expects things to continue as normal, but it doesn't and even normal meetings become a source of anxiety. While it's never pleasant to be told you're being let go - at least if you can do it in larger groups and get it over and done with as soon as possible you reduce the level of anxiety and uncertainty. Not to say that a pre-recorded video, voice mail or text message is the way to go, but still.
- yibg 7y agoI agree. For large layoffs, do it quickly and in one shot. Managers can then follow up with individuals over time if time and schedules allow.