Recruitment and layoff.

I read a lot blogs in my pastime – redundancies are a common subject.

With the risk of just adding one more I would like to share my thoughts with you anyway

When the “ball” is rolling, costumers lining up at the door pawing to get in, recruitment is the name of the game.

You have to assist the management with describing what they really want, in regards to their organisation, tasks and colleagues.

It is the fun part of HR; you can fulfil the dreams of the applicants and the managers.

You have the position to decide whether those dreams become reality. I tried interviews where the recruiter displayed an immense arrogance; thank God it is a loooong time ago, but the experience stayed with me.

I emphasize to the manager, that we are most likely the first time the applicant gets to know someone from the company. The impression the applicant gets from that interview stays with them for a very long time.

Of course I need to test the candidate for motive, abilities and references and on occasion press for references.

But I have still to be respectful, careful and considerate in that process. Because the impression lasts, and lasts and lasts…

Now the situation looks so different. Oh dear, the world has changed. We went to bed in an economy just slowing down – and woke up one morning in an economy gone to Siberia.

Layoffs are an issue now that presses on the management and in the nature of gravity pulling the hard tasks downwards: it exerts it toll on HR.

I would like to emphasize that it is a more awful time for the for-applicant-now-colleague that faces the long, lonely walk down to the Unemployment Office than it is for the HR Partner. It is a terrible decision to sack people, and fortunately I have been blessed with managers, that shared my view:

It is a necessity for the company to survive, but we have still to be respectful, careful and considerate in that process. Because the impression lasts, and lasts and lasts… And it lasts not just for the one given their notice, but also for those who “stay onboard”.

Now management and leadership have to walk together.  You HAVE to keep focus on both groups. You have to assist those given notice in shaping a new future and you have to assist and show clear leadership in shaping a new road for the remaining employees.

Because the impression lasts…

And there are no easy cures. HR development is not just part of the organisations strategy in the Good Ol Times – it is a necessity in the Good Ol HARD times.

And if any: HRD is often one of the causalities of recession. It is expensive, but I really believe it is worth it.

Share your thoughts, please.

Steen