Identify the right ones is for every manager a tough task at any time, especially if the upper management comes up with the idea to lay off a certain amount of employees at an explicit date. This assignment gives some advice for this task. Prepare a balanced scorecard of the employees with a certain number of measures regularly. Take in account that the results should not contain only subjective marks. This can be achieved by demanding a self-assessment of every employee. This can be part of the 360-degree feedback. The opportunity of a limited competition for the last employees can help to further minimize the subjectivity inserted into the process. Side effects like the too early recognition of the lay off process as well as the chance to use a consultant as a mediator have to be considered.
Inhaltsverzeichnis (Table of Contents)
- Executive Summary
- Introduction
- Methodology
- Restructuring a company
- Introduction to the company
- General assumptions
- Employees of the IT department
- Measures to success
- Measures in general
- Measures for the IT department
- Making a clear cut
- Pure rationality
- Put measures first
- Integration the 360-degree feedback
- Trust to gut feeling
- Recommendations
- Conclusion
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This assignment examines the process of making layoff decisions within a company experiencing financial difficulties. Using the example of an IT department in a midsize steel company, it explores the key factors involved in identifying which employees should be retained and which should be laid off. It provides a framework for decision-making, emphasizing the importance of a balanced scorecard, incorporating multiple measures of success, and acknowledging the role of subjective judgment.
- Decision-making in the context of layoffs
- The role of a balanced scorecard in employee evaluation
- The importance of objective and subjective measures
- The use of 360-degree feedback in performance assessment
- Balancing rational decision-making with gut feeling
Zusammenfassung der Kapitel (Chapter Summaries)
The introduction sets the stage for the assignment by outlining the company's financial situation and the need for layoff decisions. It focuses on the IT department as a case study and highlights the key aspects of the decision-making process. The methodology chapter delves into the specific methods used in this analysis, providing context for the following chapters. Chapter 3, "Restructuring a company," introduces the company and its structure, discusses the general assumptions used in the analysis, and provides a brief overview of the IT department's employees. Chapter 4, "Measures to success," examines various measures used to evaluate employee performance, emphasizing their relevance in the layoff context. This chapter also presents a balanced scorecard, a matrix that weighs the importance of different measures and their application to each employee. Chapter 5, "Making a clear cut," explores the decision-making process itself, emphasizing the importance of both objective and subjective considerations. It discusses the role of 360-degree feedback and the value of gut feeling in making the final decision.
Schlüsselwörter (Keywords)
Key terms and concepts explored in this work include layoff decisions, balanced scorecard, objective and subjective measures, 360-degree feedback, performance evaluation, decision-making process, gut feeling, restructuring, and financial crisis. These terms highlight the focus on employee assessment and the complexities involved in making layoff decisions during a period of economic uncertainty.
- Quote paper
- Uwe Sülter (Author), Andreas Roer (Author), 2009, Identifying the Right Ones. Personal Qualifications for an ongoing Employee, Munich, GRIN Verlag, https://www.grin.com/document/141834
