Get fired or fired-up

AFTER being retrenched by the company that he had enjoyed working with, Rajeev felt rudderless, disturbed and at a loss to know how to proceed ahead. When the company had begun to downsize, Rajeev knew there were going to be some `causalities.'

He had seen a few of his good friends and colleagues bite the dust and go through the painful struggle of re-defining their meaning of work, and most importantly finding work that would hold them in good stead.

However, he had never envisaged that he would be the `victim' one-day. The whole process of being retrenched proved to be very traumatic and was a rather huge blow to his self-esteem.

He found the process distasteful and one that he did not want go through again.

The pink slip process could be made less painful if managers understood that retrenchment would be tough on most employees.

For most, it is the reality of being jobless after having enjoyed the security of being salaried. A drastic adjustment in the standard of living, social life and finally, the psychological impact of being jobless (most tend totake it as a personal affront and as an indication of failure) oftenleaves its scars on those retrenched.

A good management therefore must sensitise itself to the needs of its organisational members, especially, if it is to let go of some of them.

They must

* Prepare employees a few months ahead of the impending process and keep them informed about the company's progress or lack of it.

* If it is the employee's performance that is the issue or if his skills have become redundant, initiate the process much before it becomes mandatory to terminate his services. Hint at it at any opportune time such as during performance appraisals, or during meetings with the team.

* It is in favour of the company if it is open with employees about the problems and hardships being experienced.

The management not onlywins the sympathy and support of its people, but will also have them pitching in to rescue it from bankruptcy.

* Create a system that enables employees to opt for voluntary retrenchment.

* Provide staff with adequate placement assistance, re-training opportunities and time to secure a new job.

* Undertake the process of retrenchment gradually, so that it does not come as a shock to the staff.

* Ensure that the process is not very traumatic for the employee.Choose a suitable time to inform an employee of his or her termination from the company, such as a Friday evening (where he has enough time to get used to the idea) or a Monday morning (when his weekend is notruined).

* The human resource manager should ensure to deliver the message in tones that are not harsh or hurting. Conduct post retrenchment-counselling sessions to help orient the ex-employee to his new situation. This should preferably include explaining why his services are no longer required, what are the alternative jobs open to him (it would help to either have them registered at a good placement agency or provide an alternative post suitable to their skills) and providing any re-skilling alternatives, if necessary.

After having being retrenched once, most people tend to become insecure about their jobs. This eventually causes them to become highly suspicious of their future employers and consequently, they contribute poorly at work or become notorious job hoppers, not staying too long inany one place. Though these are extreme attitude swings, they are nevertheless, very common reactions of a poorly coordinated retrenchment effort, which would have scarred the employee very deeply.

The employee not only has to come to terms with having to make lifestyle adjustments and deal with the fear of not fulfilling financial commitments, but also faces the unnerving prospect of not landing an equally paying or satisfying job. However, with minor alterations in coping patterns, much can be made out of an unfortunate circumstance.

Like Rajeev, adopt a few smart strategies to stay out of the retrenchment bandwagon.

* Adopt the motto of, 'perform or perish'. No company would like to loose a star performer. And if it does, understand that it is being forced to do so due to unavoidable reasons.

* Don't let retrenchment kill your self-esteem and sense of worth. However, it pays to be prepared for any eventualities.

* If your company has taken the trouble to provide you placement, skill mapping or re-training services, grab the opportunity and make the best use of it.

* Pay close attention to any communication coming from yoursuperiors. A lot can be gleaned from the tone of the message.

* Keep yourself updated on the happenings in the company. Especially how it is doing in the market and what its growth projections for thefuture are.

* Try to have an alternative ready. At the start of one's career, itis best to gain relevant experience (from a year or two to five years) and move on to better opportunities. Be prepared to move on before the pink slip is issued.

* Constantly up grade your skills and stay on the cutting-edge.

* Plan for the future. Register yourself with the local employment exchange.

SAMYUKTA KODA

samyukta.hyd@cxknetworks.com