TURNOVER
Resignation/Quit （ 辞职 ）
Dismissal（ 解雇 ）
Layoff（ 临时解雇 ）
TURNOVER
裁员风暴朗讯通用电气戴姆勒 ·克莱斯勒摩托罗拉施乐英特尔思科宝洁爱立信
Delphi
北电网络迪斯尼爱华大宇康柏
1.6万
7.5万 （ 未来 2年 ）
2.6万 （ 3年内 ）
已经裁减 1.2万
5200
5000
5500至 8000
9600
3300
11,500
15,000
4000(3%)
50%
6500
5000
Turnover Costs
Pre-turnover costs
Separation costs
Vacancy costs
Recruiting and new-hire
processing costs
Pre-turnover costs
slower work pace
increased absenteeism
Separation costs
severance pay
unemployment costs
litigation fees
Vacancy costs
lost opportunities in sales and service
overtime pay for employees who pick up the slack
Recruiting and new-hire processing costs
the direct cost of advertisement and promotional materials,referral bonuses,
relocation expenses,sign-on bonuses,background checks
the wages of employees who recruit,process paperwork,conduct interviews
and tours,give tests,train and conduct orientation
the wages of support staff who hook up computers and phones,process
identification badges
Turnover Costs
Managing the Effects of Layoffs on Survivors
FACTORS AFFECTING SURVIVORS' REACTIONS
Perceived Fairness
Changed Working Conditions
Perceived Fairness
IS THE LAYOFF JUSTIFIED?
IS THE LAYOFF CONGRUENT WITH CORPORATE CULTURE?
DID THE ORGANIZATION PROVIDE AMPLE ADVANCED NOTICE?
IN IMPLEMENTING THE LAYOFF,HOW WELL DID THE ORGANIZATION ATTEND
TO THE DETAILS?
DID MANAGEMENT PROVIDE A CLEAR AND ADEQUATE EXPLANATION OF THE
REASONS FOR THE LAYOFFS?
WERE CUTBACKS SHARED AT HIGHER MANAGERIAL LEVELS?
WHAT DECISION RULE WAS USED TO DETERMINE WHICH EMPLOYEES
WOULD BE LAID OFF VERSUS CHOSEN TO REMAIN?
DID THE ORGANIZATION PROVIDE TANGIBLE CARETAKING SERVICES TO
HELP SOFTEN THE BLOW FOR THOSE LAID OFF?
DID THE ORGANIZATION INVOLVE ITS EMPLOYEES IN THE LAYOFF DECISION
PROCESS?
FACTORS AFFECTING SURVIVORS' REACTIONS
Changed Working Conditions
HOW MUCH SHOULD I WORRY ABOUT THE POSSIBILITY OF
FURTHER LAYOFFS?
HOW DOES MY JOB COMPARE TO THE ONE THAT I HAD BEFORE
THE LAYOFFS?
WHAT IS MY FUTURE HERE?
WHAT ARE THE REACTIONS OF MY FELLOW SURVIVORS?
FACTORS AFFECTING SURVIVORS' REACTIONS
Before the layoff,managers should:
Evaluate the relationship between the layoff and corporate
strategy and culture
Provide ample advanced notice
Identify key people and solicit their commitment to the new
organization
Prepare Supervisors and managers for the layoffs
Managing the Effects of Layoffs on Survivors
During the layoff,managers should:
Give full information
Provide assistance to those laid off,including severance pay
and outplacement counseling
Treat victims and survivors with dignity and respect
Use ceremony to facilitate the transition
Managing the Effects of Layoffs on Survivors
After the layoff,managers should:
Solicit employee input
Do away with unnecessary work
Enrich jobs as much as possible
Make sure that survivors recognize new opportunities
Have survivors work at "achievable" goals and tasks.
Publicize the rewards provided to survivors for the new behavior
you wish to encourage.
Make new career paths explicit.
Managing the Effects of Layoffs on Survivors
Termination Interview
Plan the interview carefully.
Schedule the meeting on a day early in the week
Make sure the employee keeps the appointment time.
Never inform an employee over the phone.
Allow ten minutes as sufficient time for notification in the interview.
Avoid Fridays,preholidays,and vacation times when possible.
Use a neutral site,never your own office.
Have employee agreements,human resources file,and release announcement
( internal and external) prepared in advance.
Be available at a time after notification after the interview in case questions or
problems arise.
Have phone numbers ready for medical or security emergencies.
Get to the point.
Describe the situation.
Listen.
Carefully review all elements of the severance package.
Identify the next step.
If you were a consultant to the company what could
you tell me about it?
What did you like most about working here?
What did you like least?
What can we do to make this a better place?
What kind of job are you going to? (which might tell
you about a competitor's plans).
Termination Interview
Resignation/Quit （ 辞职 ）
Dismissal（ 解雇 ）
Layoff（ 临时解雇 ）
TURNOVER
裁员风暴朗讯通用电气戴姆勒 ·克莱斯勒摩托罗拉施乐英特尔思科宝洁爱立信
Delphi
北电网络迪斯尼爱华大宇康柏
1.6万
7.5万 （ 未来 2年 ）
2.6万 （ 3年内 ）
已经裁减 1.2万
5200
5000
5500至 8000
9600
3300
11,500
15,000
4000(3%)
50%
6500
5000
Turnover Costs
Pre-turnover costs
Separation costs
Vacancy costs
Recruiting and new-hire
processing costs
Pre-turnover costs
slower work pace
increased absenteeism
Separation costs
severance pay
unemployment costs
litigation fees
Vacancy costs
lost opportunities in sales and service
overtime pay for employees who pick up the slack
Recruiting and new-hire processing costs
the direct cost of advertisement and promotional materials,referral bonuses,
relocation expenses,sign-on bonuses,background checks
the wages of employees who recruit,process paperwork,conduct interviews
and tours,give tests,train and conduct orientation
the wages of support staff who hook up computers and phones,process
identification badges
Turnover Costs
Managing the Effects of Layoffs on Survivors
FACTORS AFFECTING SURVIVORS' REACTIONS
Perceived Fairness
Changed Working Conditions
Perceived Fairness
IS THE LAYOFF JUSTIFIED?
IS THE LAYOFF CONGRUENT WITH CORPORATE CULTURE?
DID THE ORGANIZATION PROVIDE AMPLE ADVANCED NOTICE?
IN IMPLEMENTING THE LAYOFF,HOW WELL DID THE ORGANIZATION ATTEND
TO THE DETAILS?
DID MANAGEMENT PROVIDE A CLEAR AND ADEQUATE EXPLANATION OF THE
REASONS FOR THE LAYOFFS?
WERE CUTBACKS SHARED AT HIGHER MANAGERIAL LEVELS?
WHAT DECISION RULE WAS USED TO DETERMINE WHICH EMPLOYEES
WOULD BE LAID OFF VERSUS CHOSEN TO REMAIN?
DID THE ORGANIZATION PROVIDE TANGIBLE CARETAKING SERVICES TO
HELP SOFTEN THE BLOW FOR THOSE LAID OFF?
DID THE ORGANIZATION INVOLVE ITS EMPLOYEES IN THE LAYOFF DECISION
PROCESS?
FACTORS AFFECTING SURVIVORS' REACTIONS
Changed Working Conditions
HOW MUCH SHOULD I WORRY ABOUT THE POSSIBILITY OF
FURTHER LAYOFFS?
HOW DOES MY JOB COMPARE TO THE ONE THAT I HAD BEFORE
THE LAYOFFS?
WHAT IS MY FUTURE HERE?
WHAT ARE THE REACTIONS OF MY FELLOW SURVIVORS?
FACTORS AFFECTING SURVIVORS' REACTIONS
Before the layoff,managers should:
Evaluate the relationship between the layoff and corporate
strategy and culture
Provide ample advanced notice
Identify key people and solicit their commitment to the new
organization
Prepare Supervisors and managers for the layoffs
Managing the Effects of Layoffs on Survivors
During the layoff,managers should:
Give full information
Provide assistance to those laid off,including severance pay
and outplacement counseling
Treat victims and survivors with dignity and respect
Use ceremony to facilitate the transition
Managing the Effects of Layoffs on Survivors
After the layoff,managers should:
Solicit employee input
Do away with unnecessary work
Enrich jobs as much as possible
Make sure that survivors recognize new opportunities
Have survivors work at "achievable" goals and tasks.
Publicize the rewards provided to survivors for the new behavior
you wish to encourage.
Make new career paths explicit.
Managing the Effects of Layoffs on Survivors
Termination Interview
Plan the interview carefully.
Schedule the meeting on a day early in the week
Make sure the employee keeps the appointment time.
Never inform an employee over the phone.
Allow ten minutes as sufficient time for notification in the interview.
Avoid Fridays,preholidays,and vacation times when possible.
Use a neutral site,never your own office.
Have employee agreements,human resources file,and release announcement
( internal and external) prepared in advance.
Be available at a time after notification after the interview in case questions or
problems arise.
Have phone numbers ready for medical or security emergencies.
Get to the point.
Describe the situation.
Listen.
Carefully review all elements of the severance package.
Identify the next step.
If you were a consultant to the company what could
you tell me about it?
What did you like most about working here?
What did you like least?
What can we do to make this a better place?
What kind of job are you going to? (which might tell
you about a competitor's plans).
Termination Interview
