SCPMA-HR Annual Conference April 2010
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SCPMA-HR Annual Conference April 2010

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Presentation for public sector human resource leaders who are responsible for managing the process downsizing and layoff within their agencies.

Presentation for public sector human resource leaders who are responsible for managing the process downsizing and layoff within their agencies.

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  • 1. Engaging Employees when there are No Easy Answers April 22, 2010 Management Education Group, Inc .
  • 2. Session Objectives
    • At the end of this session you will be able to:
    • Anticipate the questions you are likely to face
    • Link the questions to the needs employees have in the new work environment
    • Consider six tips for maintaining engagement levels even when you don’t have the answers
  • 3. Job Losses – February 2007 to October 2009 When Did Your Region's Jobs Disappear? California 12.6%(p) in March 2010 Unemployment Rates 6,162,836 jobs lost nationwide since October 2009
  • 4.
  • 5. Public Sector Realities Layoffs Redeployments Bumping Recalls Furloughs
  • 6. What are the Tough Questions You Can’t Answer?
    • We’ve already cut 20% of the workforce. Are we done?
    • I heard the city was considering a furlough. Will we all be required to participate?
    • I know we are in a hiring freeze. How is the department going to get all this work done? How will my job be impacted?
  • 7. Facing the Emotions
    • What are the typical reactions you are seeing from employees?
    • What are the typical reactions you are seeing from organizational leaders?
  • 8. Reactions will Vary – Even in France
    • 3M factory holds plant manager hostage
    • Sony plant manager locked in his office
    • Angry tire factory employees threw eggs
  • 9. Deems Job Loss Reaction Cycle™ Source: Make Job Loss Work for You by Richard S. Deems, 2010
  • 10. Three Kind of Employees Source: “Building Options or Bummed Out,” Beverly Kaye, T+D , November 2009 POBBOs SOBBOs HOBBOs Pushed Out, but Better Off Staying On, but Building Options Hanging On, but Bummed Out
  • 11. Characteristics of SOBBOs
    • Action-oriented, future-focused
    • Politically savvy, proactive, self-managing
    • Development-minded, networked
    • Investment-oriented
    • Committed to growth and learning
  • 12. Characteristics of HOBBOs
    • Reactive and victimized
    • In denial
    • Waiting to see what happens next
    • Passive and disconnected
    • Committed only to employment and a paycheck
  • 13.
    • SOBBOs = Coping
    • HOBBOs = Moping
    How is your organization working to retain and engage the SOBBOs? How is your organization addressing the performance of the HOBBOs?
  • 14. Keys for Engaging without Answers
      • Your agency’s policies and process
      • How workload will be redistributed
      • Timelines for change
      • Options for recall
      • Resources to be offered to employees
    • (EAP, benefits, outplacement, etc.)
    Key #1: Be Candid about Reality
  • 15. Keys for Engaging without Answers Key #2: Communicate Early and Often
    • Respond to community and industry impacts as they happen
    • Tell employees about change before the outside world knows
    • Deliver news face to face when at all possible
    • Weekly CAO webcasts
    • Daily or weekly intranet updates under a heading designated for the change
    • CAO town halls
    • Training for supervisors on how to deliver tough messages
  • 16. Keys for Engaging without Answers Key #3: Create the Future with Employees
    • Help them consider their skills, reputation, and the changing nature of work
    • Engage them in goal-setting, focusing on transferable skills
    • Encourage them to seek development opportunities, inside and outside of your organization
    • Use development plans to structure their future
    • Engage employees in your response to customers
  • 17. Keys for Engaging without Answers Key #4: Never stop investing
    • Training managers to coach and facilitate retained employees (SOBBOs and HOBBOs)
    • Training for employees related to career development and relevant new skills
    • Hold a “stay” interview with survivors to determine their individual needs
  • 18. Keys for Engaging without Answers Key #5: Keep Your Face Up Front
    • Watch and listen for rumors
    • Anticipate rumors before they spread
    • Address rumors promptly via established communication tools
      • - Webcasts
      • - Newsletters
      • - Twitter
      • - Town Halls
    • Initiate two-way, face to face conversations
  • 19. Keys for Engaging without Answers Key #6: Get Back to Work
    • Refocus the conversation on things employees can do something about
      • Maintaining customer relations
      • Improving morale
      • Maintaining or increasing productivity
    • Restate the organization’s mission over and over
    • Refocus your expectations for performance
    • Ask employees for input before making decisions that impact their roles
    • Respond to employee questions or requests promptly
    • Recognize employees who go the extra mile
  • 20. Self Check
    • What can you do to ease the fears and address the uncertainty in your organization?
  • 21. Thank you for your time! Marnie E. Green Management Education Group, Inc. 480-705-9394