Download Strategies for Reduction in Workforce during Pandemic and more Papers Organizational Development in PDF only on Docsity! When it comes to reduction in the workforce, it is not always easy, and it can cause a great deal of friction between employees and management, not to mention panic, anxiety and fear which makes it harder for employees to work. Right now, during this pandemic, we are seeing the systemic economic problems that many companies have had to deal with. This causes the RIF because they no longer can afford certain departments. You are given 3 months to reduce the force, or money will be lost. This means that you have 2.5 months to productively plan “Operation: RIF” which will humanely make it easier on the staff mentally, emotionally, and financially. Here are some strategies that would help in these situations: 1. Looking at all the facts and progress that you have done over time with the employees and reviewing performance reports with those who have worked for more than 6 months or less than 6 months. Nevertheless, making sure that “the anxiety of anticipation” is not stressing them out when they are at work and making sure that the productivity is not slowing down and becoming insufficient. You have 3 months to lay off some employees, so that means that you can create an effective plan that can sufficiently give you the data to make the decision easier on the staff and on you as well. a. Freeze reporting status/performance ratings in order to reset with the RIF of planning, in order to prevent any kind of favoritism or what employees can say would be manipulation. b. With the recent reports, compare and analyze both reports and determine whether or not this is someone you want still working here or they need to go. “The reduction in force could have been run more efficiently. Work histories of employees should have been kept up to date. A computerized personnel system which records promotions and position descriptions and calculates length of employment on a continuing basis should have been available to each agency. The agencies should have had good-quality position descriptions up to date before the reduction in force, since these would have helped prevent employees from being bumped into positions they could not perform” (Ruben, 1985). 1. Being open and communicating with employees about situations at hand before shifts and making them aware that something may or may not happen can make it a lot easier down the line when you have to reduce the surplus of your workforce. This is a productivity improvement strategy, and some of these positions will be reviewed to see if whether or not that position will be permanently removed. This does not show the employees that you are firing them because of something they did, it is because that position is no longer needed in the decentralized part of the organization, and it is cut’s in budget. 2. Outplacement services , in my eyes, is the best thing if you get on top of planning RIF right away. These are programs that allow those who will be laid off to be offered career development and be able to mentally shift their anxiety to peace of mind. Sort of like a severance package that is not inhumane. This will help your employees that are still
