ESTADISTICA Y PRBABILIDAD | Apuntes de Sociología Rural

1. Making reasonable assumptions, develop criteria for the layoffs in the sales department.

Not being seen as strategic:

Despite the technical experience and functionality of the work of some employees, the rating on

their strategic ability in the 360-degree competency assessment was negative. In this case, the

management prefers people with a strategic vision who provide solutions in the day-to-day of the

company and who in times of crisis do not just dedicate themselves to doing their job without

looking for solutions.

Be resistant to change:

The dismissed employees did not readily accept the changes proposed by the company to do their

job better and did not show the adaptability and flexibility necessary to take on new challenges in

the organization. These employees assume that they are in their positions because of their merits

and accumulated work in the past and are reluctant to update and change the way they perform

work.

Losing internal support:

It was identified that some of the dismissed workers had lost the support they had from their

direct boss or a senior manager of the company. This situation implies that they had no one to

defend them when making the decision to dismiss them, which is why it is important to always

have a good relationship with the company's bosses and managers.

Lack of ethics and integrity:

Although it was not the most common cause, lack of ethics and integrity were present in some of

the dismissals. Failure to comply with the policies established by the company, disrespect towards

colleagues, irregular comments about the company or manipulation of balance sheets or financial

statements, were behaviors that influenced the final decision to fire those who committed them.

Not having interpersonal relationships:

Many of those laid off had risen through the organization because of their job skills but had never

been able to build strong, collaborative personal relationships with their co-workers. The skills

assessment showed that hostility, impulsive behaviors and lack of integration with the rest of the

workforce were aspects identified in the dismissed employees.

Do not present results:

The lack of concrete results was the main cause of the dismissals. Failure to comply with the

projects to which they had committed and asking for deadlines to meet the goals and not doing so

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Making reasonable assumptions, develop criteria for the layoffs in the sales department.  Not being seen as strategic: Despite the technical experience and functionality of the work of some employees, the rating on their strategic ability in the 360-degree competency assessment was negative. In this case, the management prefers people with a strategic vision who provide solutions in the day-to-day of the company and who in times of crisis do not just dedicate themselves to doing their job without looking for solutions.  Be resistant to change: The dismissed employees did not readily accept the changes proposed by the company to do their job better and did not show the adaptability and flexibility necessary to take on new challenges in the organization. These employees assume that they are in their positions because of their merits and accumulated work in the past and are reluctant to update and change the way they perform work.  Losing internal support: It was identified that some of the dismissed workers had lost the support they had from their direct boss or a senior manager of the company. This situation implies that they had no one to defend them when making the decision to dismiss them, which is why it is important to always have a good relationship with the company's bosses and managers.  Lack of ethics and integrity: Although it was not the most common cause, lack of ethics and integrity were present in some of the dismissals. Failure to comply with the policies established by the company, disrespect towards colleagues, irregular comments about the company or manipulation of balance sheets or financial statements, were behaviors that influenced the final decision to fire those who committed them.  Not having interpersonal relationships: Many of those laid off had risen through the organization because of their job skills but had never been able to build strong, collaborative personal relationships with their co-workers. The skills assessment showed that hostility, impulsive behaviors and lack of integration with the rest of the workforce were aspects identified in the dismissed employees.  Do not present results: The lack of concrete results was the main cause of the dismissals. Failure to comply with the projects to which they had committed and asking for deadlines to meet the goals and not doing so

were decisive for the organization's decision. The 360-degree evaluation found that a lack of effort and dedication was present in the laid off employees.

Develop a plan as to how layoffs will be communicated with the individual as well as within the company. The first thing that must be taken into account before speaking with the worker is to have complete security of the decision, since once it has been discussed with the person there is no going back. It is also important to prepare all the documentation that supports the determination, for example: personnel actions, performance evaluations, achievement of goals, etc. When speaking with the person directly involved, it is recommended that the news is communicated by the direct manager and that under no circumstances is this function delegated to the human resources department. The discussion should take place in a secluded and private place, in addition to having enough time to tell the person the determination that has been reached. It is best to use a closed room to avoid the penalty of dismissal and to call the employee to a private meeting in a separate location. When starting the talk, you should try to get the correct and natural tone of voice, in a serious and brief way, without forgetting politeness and cordiality. The talk must be clear, concise and above all very respectful. It is important to explain the reason for the dismissal, but briefly and avoid long explanations or discussions with the employee, as the decision has already been made and security must be shown at all times. It is also vitally important that the boss complies with whatever he has committed to, such as letters of recommendation or referring him to acquaintances, in addition to thanking the worker for his time, dedication and dedication to the company. Because although said employee will not return, it is important to let him know that he contributed in one way or another for the benefit of the company. It is recommended to take some time to listen to the employee, because although nothing can change the decision anymore, the worker must be given the opportunity to explain himself and at the same time try to understand why his performance was not as expected. The normal thing is that the employee does not want to lose his job and tries to apologize or argue his mistakes, so it is good to be patient and listen to what the subordinate has to say.

ESTADISTICA Y PRBABILIDAD, Apuntes de Sociología Rural

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