Laying Off Talent

Laying off talent Introduction Doing layoffs, also known as downsizing is always among the most toxic solutions to the problems bedeviling a commercial organization. Laying off refers the permanent termination or temporary suspension of a group of employees for varied reasons. The success of laying off employees relies on the effectiveness of their planning. Furthermore, organizations should always use such techniques sparingly owing to its long-term effect on the employees. I agree with the claim that when used frequently and without an effective strategy, laying off employees do not improve the long-term performance of an organization. The success of an organization relies on the productivity of its employees. Firstly, layoffs discourage the creation of a cohesive team of experienced employees. This causes either understaffing or introduces inexperienced employees who will slow productivity since new employees require orientation (Silzer &amp. Dowell, 2010).
Additionally, layoff is always a major factor that demoralizes employees thereby slowing the productivity of the employees. The process causes fear in the remaining employees since they begin doubting the longevity of the organization thus their social security. Such a scenario discourages the creation of a dedicated workforce capable of improving the long-term performance of the organization. Laying off employees affects the talent pool primarily by reducing the capacity of the pool. Eliminating employees implies that the talents leave the organization. This causes a smaller talent pool with fewer individuals a feature that lowers the innovativeness of the workforce. In addition, the remaining employees became too demoralized to employ creativity. Both features lower the productivity of the organization.
As explained earlier, layoffs require effective management that begins with the measurement of the talent to ensure that the company lays off the most appropriate group. The organization must create a conducive environment for the employees to maximize their productivity. This way, the management determines redundant employees for layoff thereby increasing the space of operations for the most productive employees.
Silzer, R., &amp. Dowell, B. E. (Eds.). (2010). Strategy-driven talent management: A leadership imperative. San Francisco, CA: Jossey-Bass.