Erlene P.

Linsangan
BSBA 4B HRDM
CASE STUDY
Vignette 2
I think it is the matter of how you handle employees lay off with dignity if you left with
no choice in your position. Most leaders would rather deal with tight budgets and talent
development challenges than the elimination of jobs and having to lay off staff. Most go
to great lengths to cut costs first to minimize the number of people affected by a
reduction in force. , the process is made smoother and less painful for employees who
remain, leaders, HR and even those being let go when it’s handled with skill and care. It
can be easy to personalize a layoff, but it’s not productive. Managers should remain
objective when selecting positions to eliminate. They need to be mindful of their words
when speaking about the reduction. People are not being cut—positions are cut, and
people are affected. They also need to be mindful of their choices.

Vignette 4
Long-time employees have often formed relationships across the company, giving them
a deeper understanding of how their job impacts someone else’s work in another area,
which means finding a replacement for a senior employees need a real hardwork. This
situation will cause a big impact on the company, so if I am the one handling it I will
probably start to cross-train the employees. Cross-training to build company-wide
knowledge thay will allow the younger workers to gain knowlede in areas their
unfamiliar with. I will start accepting part-timers or OJTs, these will give me a new pool
of talents. Also, I will ask the senior to manage across generations, this will give them
time to train the younger generations. Knowledge transfer takes time and effort, so I
won't wait until a week before the retirement start the process. Either through
mentorship, job sharing, job shadowing or other techniques, the retiring workers need
to share the whys behind what they do and the way they do it.