<\/a><\/p>\nDeborah Kops, Contributing Analyst, HfS Research (click for bio)<\/p>\n<\/div>\n
Whether our jobs have been outsourced or not, many of us have experienced the workplace version of shunning. The scenarios look something like this: you\u2019re on someone\u2019s list for termination; or Sally got the promotion rather than you; or the organization\u2019s being downsized and there is not an easily identifiable role for you. Sometimes we know intuitively because the boss and his henchmen become less cordial, or cannot look you in the eye, or omit to invite you to the weekly meeting; in other situations, you\u2019ve been told you might be restructured but the jury\u2019s still out. In any event, if you show any distress or your performance declines, management quickly uses your behavior to justify whatever decision they have made about your future. And that very same management writes you off their proverbial books, already moving on to the next business challenge.<\/p>\n
Outsourcing is the only business change I know where employees are told their jobs are moving offshore, yet they are expected be good really sports and continue to process checks\/answer calls\/manage claims until the day they are escorted out the door, personal effects in arms. And our managers think their \u201crestructuring\u201d tasks are over, and it\u2019s on to making sure the transition doesn\u2019t go pear-shaped.<\/p>\n
While we all sympathize with the pain of the affected staff, few organizations train their managers to deal with the fine art of making teams redundant and keeping productivity high in preparation for a change in business architecture like outsourcing.\u00a0 And the task isn\u2019t something we can toss over the transom to our HR partners, which is the common outsourcing change management technique. They are not walking the office each and every day, dealing with visible angst, dwindling morale, loads of coffee room chitchat and challenging knowledge transfer.<\/p>\n
Without the right approach to redundancy, transformation leaders are drained of emotional energy, and respond inappropriately. The retained team closely watches\u00a0 management\u2019s behavior, and develops a lack of trust. The departing staff demoralizes those who are staying, and trash the corporate brand. And processes have the potential to break down, performance declines and knowledge transfer is subpar.\u00a0But by following a few simple rules, the pressures on all parties can be reduced.<\/p>\n
Want to do a better job? <\/a><\/span><\/strong>Click here to download your freemium copy of “Outsourcing Change Management – No fun for the soon forgotten<\/a> “<\/a><\/span><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"In today’s sourcing business, many people just love to evangelize on the realities of the cut-throat global business climate to…<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[832,830],"tags":[],"ppma_author":[19],"yoast_head":"\n
Outsourcing: no fun for the soon forgotten - Horses for Sources | No Boundaries<\/title>\n \n \n \n \n \n \n \n \n \n \n \n \n \n \n\t \n\t \n\t \n