Answer:
The lay-off must be well planned and executed. Address every detail. HR needs to help leaders ask probing questions to determine how positions will be selected. If the downturn only affects one area, will that department be the only one to face cuts, or will the entire company face restructuring? What will the criteria be for position elimination? Will it be last in, first out? Will it be performance-based? Has information been documented? Consult with legal counsel to know legal risks and implications of every activity involved in the RIF. Consider what talent, skills, and experience will be needed in the future. What teams need development to expand or refine needed skill sets?
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