person’s boss’ boss.
The stacking approach later in this list also greatly helps intraorganizational cooperation.
While I am at it; organizations like HR have grown too big and too powerful in the
average workplace. Yet they aren’t on the field performing, they are off the field
pontificating. Pare them back to what you think is the minimum and then cut 10% more.
Do not cut staff by seniority. You know you have to cut but cut to make the organization stronger. Those long term employees who were going to perform better already have done so. The rest had ample time to change their ways. In all honesty the poor management feedback on performance is partly to blame.
All employees should be “stacked” by job category from best to worst performer
and their position as a percentile shared with each employee. It causes dialog that is often missing between employee and manager on what can be done to improve performance. Also, since the stacking involves managers of each category organization-wide it addresses the insularity problem too. There is no
better guide to making “keep or let go” decisions.
Do not use a formulaic approach to cutting staff, use a reasoned approach based on performance to date and potential for better performance in the future. Remember if you cut a position in one department you should consider the overall strength of the employee in that position and move them into a surviving job if they are better than the person who had been in that job.
Recognize that those who won’t allow
themselves to change gracefully will be a constant drag on performance.
Perhaps they have irreplaceable skills or knowledge that you can’t do without but
close supervision will be required to keep them from poisoning the people they work with.
Provide strength in clinical excellence areas by providing highly skilled pros to assist staff with the difficult cases which also provides training naturally to the less skilled staff.
After the cuts
even your “best” managers are far from competent managers,
upgrade them through training and coaching. If they have to attend training on weekends, that is ok
they are exempt. You need training too.
Streamline the management structure of the line functions
all healthcare organizations are top heavy with too many directors, VPs, etc. If you cut only at the lower levels you will be even more top heavy than before. Cut and wish them luck in their job hunt and help where you can. As before do it with a totally objective look at capability and potential for growth. Design the structure for optimum communication flow and cohesive and coordinated cooperation
between departments. Don’t assume that a pers
on in a position that survives the