2 ms·
You can shrink it if you plan correctly from the hiring phase. If you hire new people for a new division, and then shutter that division, you minimize the conse
by HWR_14 3y ago
You can shrink it if you plan correctly from the hiring phase. If you hire new people for a new division, and then shutter that division, you minimize the consequences. If you hire a bunch of new low level people for a bunch of teams and then prune those same people out, it's tough but doable.
Heck, if you hire people because you might need them, give them nothing to do (as many people claimed happened to them) and then fire them it is the easiest of all.
If, on the other hand, you hire 100% more people, then fire 50% of the people and try to use that culling to get rid of a lot of older (and more expensive) employees, you can doom your company.
- re-thc 3y ago> You can shrink it if you plan correctly from the hiring phase. If you hire new people for a new division, and then shutter that division, you minimize the consequences. You've just rephrased the exact issue I had differently. It doesn't matter if it's a new division or not unless your organization doesn't interact. People have to go via onboarding and other steps. It involves HR "people and culture", the internal IT teams, the reception, you might get assigned a mentor, etc. These interactions spread when people socialize. It's also as people and possibly shareholders how you view the company. Watch any sports and a player in form in the right team can perform 10x better. These so-called minimal disruptions actually have an impact. Meta was paying a higher salary because less people wanted to work there. I don't see all the negatives as "minimal consequences".