Differences at Work Series (TN)

Sandra J. Sucher; Rachel  Gordon

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Teaching Note | HBS Case Collection | June 2011

Differences at Work Series (TN)

by Sandra J. Sucher and Rachel Gordon

Abstract

Teaching Note for 408011, 408042, 408037, 408055, 408056, 408012, 408043, 408044, 408014, 408046, 408047, 408015, 408048, 408016, 408049, 408017, 408050, 408019, 408052, 609053, 609054, 408021, 408054, 408013, 408045.

Keywords: Employees; Diversity;

Format: Print

31 pages

Citation:

Sucher, Sandra J., and Rachel Gordon. "Differences at Work Series (TN)." Harvard Business School Teaching Note 611-077, June 2011.

About the Author

Sandra J. Sucher

MBA Class of 1966 Professor of Management Practice

General Management

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Technical Note | HBS Case Collection | October 2019

A Framework for Interpersonal Skills Development

Sandra J. Sucher

Citation:
Sucher, Sandra J. "A Framework for Interpersonal Skills Development." Harvard Business School Technical Note 320-040, October 2019. View Details

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Guide to ISDL Reflections

Joshua D. Margolis and Sandra J. Sucher

Citation:
Margolis, Joshua D., and Sandra J. Sucher. "Guide to ISDL Reflections." Harvard Business School Technical Note 613-077, January 2013. (Revised October 2019.) View Details

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Article | Harvard Business Review | May–June 2018

Layoffs That Don't Break Your Company: Better Approaches to Workforce Transition

Sandra J. Sucher and Shalene Gupta

Today layoffs have become companies’ default response to the challenges created by advances in technology and global competition. Yet research shows that job cuts rarely help senior leaders achieve their goals. Too often, they’re done for short-term gain, but the cost savings are overshadowed by bad publicity, loss of knowledge, weakened engagement, higher voluntary turnover, and lower innovation, which hurt profits in the long run. This article looks at better ways to handle changing workforce needs that make sparing use of staff reductions and ensure that if they do happen, the process feels fair and the affected parties have a soft landing. Most successful approaches begin with a philosophy that spells out a firm’s commitments and priorities, establish methods for exploring layoff alternatives (such as furloughs, retraining, and reassignments), and determine options for three scenarios: a healthy present, short-term volatility, and an uncertain future. As firms like AT&T, Michelin, Honeywell, and Nokia have learned, thoughtful planning helps organizations address workforce transitions and cope with a shifting economic landscape far better than layoffs do.

Keywords: Job Cuts and Outsourcing; Organizational Change and Adaptation; Employees; Transition; Strategic Planning;

Citation:
Sucher, Sandra J., and Shalene Gupta. "Layoffs That Don't Break Your Company: Better Approaches to Workforce Transition." Harvard Business Review 96, no. 3 (May–June 2018): 122–129. View Details

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Differences at Work Series (TN)

Abstract

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