Post-Staff Reduction Plan - Essay Example

Essay, Law of the University Topic: Post-Staff Reduction Plan Coping with the stress of layoff and unemployment which the manger of any security facility has to face is one of the most sensitive assignments in any organization. The manager has to challenge the dual responsibility of negative effects on the existing staff, and draw plans to allot them with additional responsibilities. For example, let us assume that there are 20 security personnel to guard a particular office building or an important installation.

If the top management instructs the security manager for reduction of 25% of the staff, 5 security personnel will face retrenchment. But the security perspective of the installation will not change in any way (No reduction of the size of the building or installation is possible).My line of action to cope up with the unpleasant responsibilities will be by adopting the following strategies: 1. Generally, reduction in the staff strength will be on the basis of seniority, by applying the procedure of ‘last in first out’ method.

In the present case, I will follow this method strictly, to remove any apprehensions in the minds of the staff. If any other member of the staff has to be removed on out of turn basis that will be by adopting the normal disciplinary proceedings and on the basis of the findings of the departmental enquiry. Reduction in staff on any count will be an unwelcome change, but I will face the situation with a positive attitude by orally assuring the staff that the impending retrenchment will be hopefully be a temporary phenomenon, and as soon as the budget constraints are improved they can look forward for a favorable response from the management.

I will be guided by this principle: “Your behavior and attitude are critical elements in steering the group successfully through the transition. A positive attitude does not imply that you should deny the difficult and unfortunate aspects of what might be happening.” (www.ucdmc.) The staff shall be in a state of anxiety. As such I will keep the doors of communication open, and deal with them with utmost patience. 2. I will impress upon the post-reduction staff to share additional responsibilities with a sense of obligation, as the company is passing through a period of critical times. 3. I will impress upon the staff, that there is nothing wrong with the management of the company, the top management is responsible and ever eager to mitigate the difficulties of the employees facing retrenchment, but the bad shape of the economy and the market forces are responsible for the present state of affairs.

I shall try my best to normalize the reactions of the employees and assure them of all lay-off benefits which will be settled within the quickest possible time. 4. I shall encourage the existing staff the give creative ideas, to reduce overhead expenses and contribute to the overall profitability of the company. I will try to enhance their sense of belonging and their ability to trust the management even more. I will welcome new ways of doing things. 5. I will remind everyone that organizational priorities have not changed but the new realities in the economy have forced the reduction in the workforce.

That the company is actively considering the diversifications plans. 6. I will clarify the new roles and additional responsibilities and provide them with the priority chart of duties. 7. I will also simultaneously examine whether the existing responsibilities can be further streamlined by introducing integrated computer systems to track functions, hitherto being attended to by manual labor. If successfully applied, it may improve the services. This is however, subject to the policy decisions of the top management of the company. 8. I shall also take steps to “design and implementation of various security measures and systems that reduce the risk of theft and ensure worker safety.”(www.referenceforbusiness) References CitedFacility Management - duties, benefits, expenses Web: www.

referenceforbusiness.com › Ent-Fac, Accessed on April 6, 2015Managing Workplace Reactions to Budget Cuts - Web: www.ucdmc.ucdavis.edu › Human Resources, Accessed on April 6, 2015