Saluting the spirit within

ANJANA entered the stately building not knowing what lay ahead of her. Planning for the day ahead and humming a tune to herself, she breezed in. Competent and organised she certainly was, as she started attending to the jobs at hand. After checking her mail, and prioritising her duties, she huddled in a briefing session to delegate responsibilities to her co-workers. The mid-morning coffee break was a welcome relief from the routine and the stress. The light-hearted banter and hushed whispers combined with sips of steaming tea were a heady combination that kept her in touch with reality and the goings on in the company. She walked away from the coffee table feeling refreshed. Back at her workstation, she was a struck by a bolt from the blue. She opened the envelope, only to realise that she had become `redundant' in the company. Shaky and disoriented, she contemplated the enormity of the contents of the letter. Anjana is no exception but part of an increasing tribe. Downsizing is a reality that cannot be ignored.

Companies cruise along comfortably as profits surge and growth continues unabated. The going is good, till the company wakes up to notice the slump in revenues. When the steam of growth peters out, and they chug along wondering how to keep everyone's head above water, the crunch begins. Employee- friendly policies take a back seat as companies fall a prey to the downsizing juggernaut. Even biggies like British Airways, Oracle, Intel and Cisco have succumbed to its onslaught.

Business climate and paradigms being what they are, high growth companies forced to deal with the vagaries of consumers and the unpredictability of economic conditions have no option but to shed their flab. A boat about to capsize has no recourse but to offload some weight, to have a chance to work things out. In such circumstances, a life jacket for people who have been tipped overboard would be a natural consideration. Pulling the rug from beneath the employee's feet and watching him stumble would hardly befit a company of any stature. Sufficient time and employer referrals coupled with dollops of understanding and empathy ease the strain for all parties concerned. It is not only be fitting but also redeeming if the top management ensures that the exiting employee is given a fair deal, and that the parting is without rancour.

The company's decision to downsize is not a bid to cut anybody down to size nor should it be misconstrued as a witch-hunt. Plans that have gone awry and sales that have not materialised leave the company no room to manoeuvre in any other direction. Callous, though it may appear, it is often done after hours of soul searching and brainstorming. Letting go is often the last card that the company wishes to play. The top management must ensure that the matter is deftly handled or else face the consequences of existing employees contemplating scuttling away from the sinking ship. High attrition rates reflect flaws in the work culture.

The `redundancy' blow, often gives the exiting employee little time to collect his wits and create a semblance of normalcy. After wallowing in self-pity over the setback, he needs to settle down to getting life back on track. Though advertisers like Hitachi say `It's got to be perfect', life is rarely picture perfect or predictable. For the exiting employee getting through the rest of the employment period would indeed be a test of character. It is a struggle as he forces himself to plod on exchanging pleasantries, infusing enthusiasm into the daily routine and sincerity to the tasks that have to be completed. The first flush of embarrassment, ignominy and shock has to be replaced by a steely resolve to beat the blues and envision a better future.

It is not always an indictment of an employee's abilities or professional skills. He may be the victim of circumstances beyond his control, so it will help if he is determined to turn the tide and emerge the victor. Such times are perfect for introspection and re-assessment. Time to reflect on where you could have gone wrong, and how to smarten up. Castigation and remorse may not help as much as acquiring new skills and expertise. Companies favour dependable employees, who are able to pitch in when required.

For both exiting and existing employees, it's time to mull over the fit with the culture, job satisfaction, the link between skills and associated responsibilities and value addition to the company. A clear focus and a constant mapping of these aspects would be like a candle in the dark, illuminating the right path to take. Rather than being down in the dumps it's better to be focussed and charged about opportunities and avenues that lie ahead.

Existing employees need to rally together even as fissures begin to appear. Commiseration rather than condemnation is the need of the hour to enable the exiting employee to carry on. Donning the mantle of self- righteous Pharisees and standing on high moral ground or settling scores, is certainly unbecoming of the individual and reflects poorly on the corporate culture. Neither saints nor sinners, those that have emerged unscathed are in many ways fortunate.

Downsizing is a dimension of reality, which is certainly not virtual. It is here to stay but today it is not necessarily a plumb line of `whether you are good enough or not', rather it is also a measure of `whether there's enough to go around or not'. However, it's always prudent to heed the writing on the wall, rather than be caught unawares.

ANITHA MATHAI

anitham.hyd@careercommunity.co.in