Firing and hiring in recession – Employer commitments

Recession hit Indian firms are assisting ousted employees make a smooth transit to other organizations. Let us review in this article to find out if getting you picked after you have been sacked really works.

Do not jump at the sight of that great job offer mail in your inbox. Your current employer might just be setting up a plan to get rid of you. And that is not our imagination running on overdrive; recent cases in the country have exposed bizarre “outplacement” techniques. HR teams are not only offering alternative opportunities to laid off employees in an attempt to ease the blow of negative publicity and ill will, but continue to flood them with plugged positions from ally groups, on the sly.

Outplacement also works if employee doesn’t fit profile. Slump or no slump, outplacements are common in the West, says a HR Head of a software development major. It is all about taking people into confidence and facilitating appropriate openings. Many organizations do this at not just in times of crisis, but because an employee is not aligned to the role he/she is playing. It is done even at the senior level in one or two odd cases, and it is not just a function of downsizing. But where issues like integrity and performance are involved, the act is not in synergy. Finding alternate routes for all employees is not a pragmatic policy. The market is down. At the end of the day, it is a function of how many jobs there are in the market.

Young Professionals say it is Impractical, but pleasant:

New Media trainees>

It’s not always possible to help an employee and another job, and it is a question of how important goodwill is to the firm in question. We would more than appreciate the gesture.

Compensation and career assistance are always welcome, but why would an employer go the extra mile if the candidate is dispensable, and unfit to work in his own corporation anymore?

Getting fired may be a huge setback, but seeing the employer involve himself in post firing well being can go a long way in healing. Once readjustment kicks in, an ex-employee won’t have any reason to harbor grudges against the firm. It is a positive measure.

A Case Study of Sapient>

The guys who did it to maintain good relationships:
They have partnered with an employee assistance provider to offer career help and emotional counseling to support employees, confirms their HR Director at Sapient, and IT giant that has downsized its employee strength considerably over the last one month. They have always considered people as their most valuable asset. Maintaining relationships with current as well as ex-staff is part of their core philosophy. Even in the past, they have tied up with some of the best agencies so that employees are not left high and dry.

Employers need to be upfront and honest:

The ethical way out is to value people, and inform them of the crisis at hand. Companies should communicate with employees freely and sensitively. In troubled times, they should sound an alarm well in time and ask employees to explore other options. Covering up sacking with a secret poach out is of no use, because nowadays, being dismissed is not about disgrace or in-competency. It has to do with revenue reasons. It’s a trauma alright, but everybody is supportive. On the other hand, taking care of every ex-employee needs isn’t a leader’s moral duty; it’s an individual call.

Firm should only make promise it can keep, says recession hit professional.

Mumbai based recession hit Investment professional. When companies plan to play good samaritans, they should refrain from making promises they cannot deliver. One trading firm promised an employee not only monetary compensation, but also assured that they would be free to collect my personal data, meet other employees and would be assisted with opportunities. They followed up for two months, but in vain. They understand the scenario but it is organization’s duty to live up to the promises it makes.–