Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing


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Responsibility Mitchell Lee Marks. Physical description xx, p. Online Available online. Full view. SAL3 off-campus storage. M Available. More options.

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The effects of organisational practices on psychosocial risks

Limited preview. Bibliography Includes bibliographical references p. Contents Preface. The Author. Organizational MADness. Unintended Consequences of Business Transitions. The Opportunity and the Challenge. Individual Adaptation to Transition. The Realities and Requirements of Workplace Recovery. Leading and Managing Workplace Recovery.

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Selected Bibliography. In this book, acclaimed author and consultant Mitchell Marks offers the wisdom drawn from his many years of experience in helping organizations weather and manage the storms of mergers, acquisitions, and downsizing.

Human resources professionals cause problems because they concern themselves too much with trying to be "fair," partly to avoid lawsuits. That makes them go for across-the-board actions--layoffs, pay cuts or hiring and overtime freezes--that tell employees that performance doesn't matter, that the best and worst staffers will be treated exactly the same. That, too, can drive top performers to begin looking for companies willing to treat them better. And don't forget how layoffs can feed talent to the competition, especially if the competition is creative and aggressive about it.

When Yahoo! It gave any Yahoo! Tokbox's vice-president of marketing, Micky O'Brien, says it was a sudden idea conceived the day before. That won't do much good for the company either, Sullivan says. It will cost you a lot of new, fresh ideas. Furloughs unpaid, forced vacation time pretty much never make sense. They're terrible for morale, and they don't save much money.

Furthermore, many furloughed employees take their time away as an opportunity to look for a new job--increasing the chances that the best talent will depart.

Downsizings, mergers, and acquisitions | Emerald Insight

And morale and stress problems afflict the employees left behind, as they feel that they have to make up for the absent staffers. In some jobs, such as sales representative, the amount a worker brings into the business is more than the company can save with a furlough anyway. The corporate culture should be a major consideration in workforce planning, according to Steve Miranda. He's the strategic planning officer for the Society for Human Resource Management.

Companies that have a history of weathering tough times should stick to their own track records.


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Consistency matters. Southwest Airlines has kept to a no-layoff policy for decades. If that changed that now, the company would lose a terrific advantage over its competitors. Whatever you choose to do, layoffs or their alternatives, you need to do it more carefully than is common.

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Across-the-board anything is a bad idea. It shuts down innovative and reliable producers, indiscriminately punishes top performers and cuts back in areas that could help keep the company profitable.


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Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing
Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing
Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing
Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing
Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing
Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing

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