Sunil Raina

Talking recently to a couple of senior management professionals at some renowned organizations, we asked a simple question. How do you decide whom to let go and what human element at core is considered before you make this decision? We know few organizations where a simple KPI to Reduction of Force is based entirely on cost and expenses, but it is not a common factor used everywhere and not proactively.

Other factors that are common-performance issues, reskilling, inability to train or being trained and not being able to find out a “perfect world” or blended role, take the toll when the bell rings and there is a quick turnaround of apologies and blurred faces all around. In most cases, it makes it more difficult for the one lay out because it is hard to swallow the justification provided for this decision and HR needs to elevate its emotional power to convince that the decision was appropriate. There are cases where HR is not even involved in such decisions. Honestly, in this writeup, we are not at all factoring ethics and other behaviors which indeed take the utmost importance while taking this decision provided there has been misconduct.

Human potential and performance are exclusive and the perfect blend to quantify it makes it more elite and “one of its kind”. There is a big gap though which depends on what and who we are comparing; directly people or indirectly, their skills. For example, according to our research, Leadership has 4 key styles which as applied can change the entire dimensions of performance and decide the overall organization effectiveness.