Downsizing

Downsizing, right-sizing, redundancy... all these things make regular readings now in our press. Any organisation that proposes to do this is seeking to make savings on its overall budget, and many of you will be looking for ways to save your employer money and time every single day.

Letting people go is not a thing to be done lightly. According to Dr John Philpott, Chief Economist at the Chartered Institute of Personnel & Development, "the 'psychological contract' between employer and employee?needs to be considered. When undergoing major change, it is important to win hearts and minds in order to ensure that the remaining workforce is supportive and motivated. In the public sector, where the pace of change is traditionally slower than in the private sector, this will need particular attention."

A key factor in making decisions about who goes and who stays in a downsizing exercise should be strategy. Companies often make the mistake of deciding who goes without giving sufificent thought to their experience, not just in terms of immediate hands-on skills and competencies, but also in terms of their experience of life. Mature workers at any level will have been through a whole range of changes at work. They know more than anyone that cycles come around again and again. They can provide tremendous stability at a time when all around are experiencing new and very personal phenomenon in the workplace.

So where do PAs and administrators fit in? How can you best place yourself to ascertain whether a downsizing is likely?

There are a number of signs you can look for:

1. Watch the business sections of the newspapers. Is your company constantly in the papers because of the good or bad things that are happening to it? Is the stock doing down?



2. Look at what's happening around you. Are lots of people leaving and/or looking worried? Are senior personnel spending lots of time in each other's offices with representatives from human resources with the doors firmly shut?



3. Talk to your manager about your fears if you hear any negative stories. There's no need to say where they came from. Just explain what you've heard and ask whether there's any truth in them. Your manager may not know any more than you - honestly! But at least he can report on to his boss that there are fears about the workplace and try to find out more.



4. If you hear rumours, ask yourself where people might get their information from. How would they particularly be in a position to hear about downsizing?

Show you're open to change, adaptable and flexible

It's important to be willing to change and learn new skills, and to consider new moves into different areas. For example, your role may be written out but you may be offered a new one with the organisation. If this happens to you, you should be offered a particular time frame as a trial run, and the chance to discuss training needs with your new manager and human resources. Monitor the training you need and make sure you go out of your way to get it. If things aren't working out, meet early on with the human resources department to find out what other opportunities there might be. Remember, as the downsizing takes effect, other doors may open for you as things settle down. Remind the company of the investment they've already made in recruiting and training you.

How can you best protect yourself against the worst?

1. Show a positive approach in work. Continue along with your work as normal. Show a higher profile than usual if you can. Remain professional, competent and calm. Whatever you're feeling inside.



2. Remember that the organisation, which stays still and doesn't move with the times, is a dead one. It won't last forever. Organisations need to keep changing to move with the times - or to stay ahead of them!



3. Remember too that organisations cannot function without PAs and administrators. You're the ones that hold the thing together, who keep the home fires burning, who ensure that the basic maintenance of the business gets done. Without support roles, the business would collapse.



4. Take a good look at what you would do if it happened to you. How would you cope financially? If you really think your position could be under threat, or your department, don't book any major holidays or spend unnecessary money until the threat is passed. This sort is the sort of exercise you should do anyway to assess your disaster recovery strategies.



5. Make sure you spend time with as many positive, upbeat and caring people as you can outside of work. Get to the gym, do some voluntary work - anything, which gets you out and about and keeps you positive. It will help with your networking as well. Are there any new skills you can learn to add to your CV or to boost your employability withy your current employer?



6. Remember that for many people, redundancy - if it happens - is the start of a new venture, a new life. The right attitude is all-important!