Hang on to the Best
by Kevin Franks

 

In this new age of leaner corporate staffing, downsizing decisions have probably been made for immediate impact. However, the real impact may be years down the road. Letting the wrong people go can condemn an otherwise healthy company to a slow death. We hear the term "Human Capital" but how many managers truly see it that way. Joe, a Department manager in Charlotte says "I was told to cut 2 people in my department and base it on lowest seniority" He went on to add that the brightest talent he had was one of his newest additions someone he had actively recruited for months. Even on appeal his company's HR department demanded the cuts be made. Tales like this are not unique, companies still like to think it's a numbers game, even when facts say otherwise. When it comes to layoffs many managers like to pretend it's not personal, the policy made the decisions. The fact is that it must be personal. Making arbitrary decisions about where to cut is a dangerous surgery. When it comes to keeping the best use the following guidelines to help make your decisions. 

WHO SHOULD YOU KEEP - Look for these keys in determining who is vital for your future success.

Learning Skills - The willingness to learn at every opportunity and to take the initiative for self development:  Do they seem to always look for new ideas, new ways of doing things and do they then try them out? Do they use their initiative in looking for new opportunities to develop themselves and others?

Entrepreneurial - The ability to find and exploit potential opportunities which benefit the company: Do they develop a network of business contacts? Do they identify and keep up to date with trends in the marketplace?

Ethics - The ability to agree what is going to be done within the values of the company and then do it with clients and colleagues: Do they keep private issues private? Are they honest with clients when they are unable to fulfill needs?

Collaboration - The willingness to work co-operatively and openly with colleagues and clients: Do they offer to do tasks on their own initiative which are not necessarily in their role? Do they recognize that their actions can affect everyone in the company?

Empowerment - The ability to give people responsibility and ownership: Do they encourage people to grow and develop? Do they let go of their own personal baggage and keep their ego out of it?

Thinking things through - The ability to consider an opportunity or problem and develop a way forward: Do they discern the important from the trivial, and focus, filter and select information and ideas? Do they absorb new information and make use of it in a practical way?

Competitive Passion - The drive to achieve and motivation to deliver results:  Are they continuously looking to improve the way things are done? Do they see things as a challenge rather than a problem and devise solutions?

Communication - The ability to pass on information and thoughts verbally or in writing with clear, concise messages: Can they produce written communications that are both friendly and businesslike?  Do they ask questions to clarify and recap on what people say to check understanding? Clarity in communications should always be evident.

Organization - The ability to prioritize work and implement plans efficiently:  Are they calm in a crisis and know how to deal with pressure? Do they delegate appropriately?