Dried up venture capital markets forced a pharmaceutical company to lay off employees. As a result, the organization was concerned about the remaining scientists' retention and engagement. The layoff resulted in cutbacks of key research programs, and the company feared that recruiters would target their remaining researchers. The author conducted interviews of a small group of the most respected scientists in the organization. The author placed direct-line managers into highly interactive training, including precommunication and training sessions, before the layoff. As a result, not one resignation was submitted within 12 months after the layoff, and the organization advanced to the next level of market competition.
Learning Through a Layoff Duncan Mathison T + D; Jul 2009; 63, 7; Docstoc pg. 88 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
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