Keep­ing Calm

Business Today - - MANAGEMENT -

A gen­eral man­ager of a man­u­fac­tur­ing firm lifted his hand to hurl a stone at the MD in a town hall when the lat­ter was an­nounc­ing the de­ci­sion to lay off a sec­tion of em­ploy­ees, re­calls James Agrawal, Man­ag­ing Di­rec­tor, BTI. Thank­fully, he was stopped by peo­ple around him. Such in­stances of em­ploy­ees los­ing tem­per, shout­ing at the man­age­ment, blam­ing them for en­gag­ing in ‘favouritism’ aren’t far and few. In re­al­ity, com­pa­nies do not dif­fer­en­ti­ate be­tween em­ploy­ees based on their be­hav­iour when it comes to their pol­icy on lay­offs. “Giv­ing spe­cial treat­ment to cer­tain em­ploy­ees – some­one get­ting an ex­tra month’s no­tice pe­riod or a month’s salary – can wreak havoc in the or­gan­i­sa­tion if the in­for­ma­tion leaks out,” he says. How­ever, where em­ployee be­hav­iour mat­ters is dur­ing ref­er­ence checks and per­sonal con­nec­tions. Al­most all com­pa­nies make a call to the pre­vi­ous em­ployer to ask about the can­di­date’s per­son­al­ity. Hav­ing good ties with the boss can help an em­ployee seek job ref­er­ences and rec­om­men­da­tions. Ex­press­ing angst is easy, but it sel­dom helps. In­stead, try mak­ing the most of the cir­cum­stances, how­ever dif­fi­cult.

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