AMA Business Boot Camp
Management and Leadership Fundamentals That Will See You Successfully Through Your Career
Author: Edward Reilly
Pub Date: December 2012
Print Edition: $25.00
Print ISBN: 9780814420010
Page Count: 240
e-Book ISBN: 9780814431658
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Managing Staff Changes
Helping Employees Adjust to New Hires and Workforce Fluctuations
Although it might seem small in an organization with hundreds, or even thousands, of employees, hiring someone new can have a significant impact—and so can firing someone. Dealing with staff changes can be difficult for employees. Like any change, staff changes provoke fear of the unknown...and, for many in today’s workforce, dread of job loss.
From the world-renowned business education experts at the American Management Association, AMA BUSINESS BOOT CAMP offers the following pointers for facilitating changes in staffing while helping current staff become comfortable with change:
• Share the reasons for hiring or firing. When the change involves the addition or removal of an individual from the workforce, people need to know why.
• Find the right fit. What does the organization expect from people? What are the personal qualities of most people who succeed? Which personal qualities earn respect and which lead to isolation? How would you describe your organization’s culture? What is its risk level? Consider these questions to determine whether a candidate is the right fit for your team, department, and organization. A mismatch is reason to move an employee to a more suitable environment, whether inside the organization—or out.
• Look beyond skills. A gap between skills required by an organization and skills available in its existing workforce creates a pressing need for new hires. When recruiting someone with the needed skills, focus on assessing the applicant’s real capabilities. Despite what the person’s résumé says, it’s easy to make mistakes in ascertaining someone’s readiness for the job at hand.
• Build loyalty and commitment. Employees who feel appreciated and have meaningful work to perform are inclined to be loyal for as long as they are there. But few people feel an obligation to remain once the work ceases to be interesting or if a better opportunity presents itself. Loyalty works two ways: If employers want it, they have to give it. As a manager, your ability to relate to the expectations of both employee and employer will equip you to spot the deficits in your organization’s loyalty profile.
• Outsource with caution. In terms of cost savings, capitalizing on time zone differences, and being where the customers are, outsourcing may seem like a sound move. But in the context of an organization, outsourcing can take a heavy toll on employee productivity and morale.
Adapted from AMA BUSINESS BOOT CAMP: Management and Leadership Fundamentals That Will See You Successfully Through Your Career edited by Edward T. Reilly.
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