City Hospital
Layoff Proposal to the Director
CONFIDENTIAL
Case 3.2: Communicating During a Downsizing
The Fishbowlers:
Adam Bailey, Adam Rady, Candace Hulsey, Johnathan Dykstra, Kristy Sipiorski, and Matthew
Panure
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Table of Contents
Executive Summary…………………….……………………………………………..P.2
Case Identification………………………………………………………………….....P.3
Assumptions……………………………………………………………………………P.4
Goals Strategy v. Tactics……………….….….….….….….….………………………P.5
Communication Goals…………………………………………………………………P.6
Why me, Why not me?….…..…..….………………………………………………….P.8
Contextual Analysis……………………………………………………………………P.10
Audience Analysis…………………………….…..……………………………………P.12
NRD(D)…………………………………………….….….…………………………….P.14
Delivery to the Director…………..……….….….….….……………………………...P.15
Timeline for the Layoff Procedure……………….………..………………………….P.16
What About Those Staying?.………………………………………………………….P.24
Phil’s 7 Questions of Life………………………………………….….….….…………P.25
Phil’s Feedback……………………………………………….….….……….…………P.26
Class Feedback…………………………….…….…….…….…..….………………….P.28
Rejected Ideas…………………………………………………….….….….…………..P.30
Conclusion………………………………………………………………………………P.32
Appendices.……………………………………………………………………………..P.35
Appendix A – Meeting Agendas/Notes
Appendix B – 100 Facts
Appendix C – Phil’s Critique
Appendix D – Class Critique
Appendix E – Employee Packet
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Executive Summary
Our firm, Trapped in a Fishbowl, was hired to design a communication plan for the
director of a local hospital who had to conduct a mass layoff of 200 of its 1,500 employees. The
main concerns that we were to address were: minimizing tension and “down-time” in the office,
finding coping methods for employees post-announcement, and the affect on the hospital’s
image, with both, internal and external audiences.
The majority of our time was dedicated to finding a way to best meet the needs of those
being laid off. We were concerned with how the hospital was being viewed by those employees
staying, but felt we needed to make concessions to those being let go first. By treating them with
utmost respect, we felt that it would meet the hospital’s needs because the remaining employees
and the public would most likely see the treatment of the laid off as being ethical and fair.
In the early stages we came up with our mantra, “Transformation with Reaffirmation.”
This slogan summed up what the hospital was doing and would serve as a constant reminder for
employees that change was coming, but that there was a reason. It also sounded more positive
and focused on how the hospital would continue to be there for its employees and the public.
Much time was spent on deciding how best to tell the employees they were being let go.
We chose to use face-to-face, rich, communication because of the severity of the topic. We
wanted to be there to explain the need for the change, how it was being handled and how the
hospital would support all of its employees.
As a group we decided it was important to try to give the employees as much control as
possible. We started by first recommending the option for early retirement to the whole
company. Seeing as how the layoff was to be cross-sectional, if we could find people willing to
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leave, it would save that many jobs for people who want to stay. It gives some employees a little
more sense of empowerment and may be seen as a goodwill gesture in the eyes of the public.
Our main strategy throughout the communication plan started as, and continued to be,
how to help all employees work through the Kübler Ross stages of loss as quickly as possible.
All of our tactics were chosen because we felt they provided the best means to help both the
employees who would be leaving and those staying work through to the point of acceptance.
Through extensive outplacement services, which include but are not limited to: job fairs,
counseling, resume building workshops, and letters of recommendation, we feel that the hospital
is doing everything in its power to ease the transition for all employees. We have also created an
extremely detailed timeline which carefully lays out each step of the layoff so that everyone has
a very clear idea as to the sequence of events for the layoff. This makes it easier to make sure
that everyone is able to stay on the same page.
Another important factor is our ongoing evaluation of employees. Through our process
audits we will track how all employees are coping with the change. It is crucial to keep track of
how everyone is working through the layoff so that we can help those who still need support.
There is no such thing as an easy layoff, but the goal of our communication plan is to
help ensure that all employees will get a strong understanding as to why the change is necessary.
Furthermore, our plan will help the hospital do what needs to be done while undergoing the least
amount of reputation damage.
Case Id: Case 3.2
Communicating During a Downsizing
Purpose:
The purpose of this case is to develop an action plan for communicating a difficult message in an
ethical manner.
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Situation:
1.
You are the communication advisor to the head administrator of a major hospital in your
local area. She asked you to develop a procedure for informing employees and the
community about an impending layoff of 200 employees on January 15.
2.
The administrator wants you to devise a plan that minimizes the amount of tension, friction
and “down-time” in the workplace. Moreover, she wants you to include provisions for
coping with difficulties after the announcement of the layoff has been made.
3.
The hospital employs about 1,500 workers and the layoff was the last-resort measure to
return the organization to profitability. The people who will be laid off will be from a crosssection of the hospital and include both staff and management.
4.
The administrator has provided you a budget of $100,000 for any related expenses that may
be incurred in meeting these communication objectives.
Your objectives:
1.
Describe your precise plan, both on a strategic and tactical level.
2.
Justify the strategic and tactical decisions you are proposing.
3.
Discuss how you will present your plan to the head administrator.
Assumptions:
In our case it was important to figure out what our assumptions would be. The case
stated that the “layoff was the last-resort measure to return the organization to profitability.” This
was important because we needed to try to make sure our communication plan coincided with
this.
After carefully reviewing the case we came up with the following assumptions. The first
was that this was a for-profit hospital. Our second assumption was that this was a hospital in the
state of Wisconsin. This was also important because we researched Wisconsin state layoff laws
and made sure that our communication plan was tailored to satisfy all applicable laws. The laws
were great tools when creating our timeline as they helped us define specific dates.
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The next assumption our group made was that this was the first mass layoff that the
hospital had to do. Nothing in our case indicated that this had ever taken place before, so we
assumed there had been no precedent set. This was both challenging and beneficial. It posed a
challenge in that we didn’t have anything to compare our plan to. It was beneficial because we
had a little more freedom coming up with a plan from scratch.
Our last assumption was that this was going to be a permanent layoff. This was critical in
how we communicated the change to the employees. We wanted to be sure that we didn’t imply
that this would only be temporary. This is another reason for us to mention the job fairs relatively
early on. This gives employees a glimpse of hope in that there are other employers looking to
hire, but also adds a sense of finality to the situation.
All of our assumptions were important starting off points for our communication plan.
With these in place we were able to craft a much more efficient plan.
Goals – Strategy vs. tactics
When considering the strategy and tactics of this particular case study we determined that
our strategy was to ease the transition of the layoff in the best way possible for the entire
company. By creating outplacement services and developing a firm foundation for the
employees being laid off, we can maintain a steady level of morale among the workers
throughout. We developed our strategy in the beginning of the case and spent serious amount of
time with the development of the tactics.
Our tactics consisted of many different elements. We decided to develop an
outplacement service that would cater to the needs of the employees being affected by the layoff.
By creating this service we catered to our strategy, which was to maintain a smooth transition for
all employees. One of our main outplacement services consisted of packets of information that
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included early retirement information, independent insurance information, unemployment data
and continuous education benefits.
In addition to the outplacement packet we developed a schedule to hold job fairs. By
providing them with the appropriate amount of information necessary to make the transition, we
aided our layoff employees in their job search and provided them the opportunity to use those
skills in our scheduled job fairs. We also decided to add a resume-building workshop to aid
them in the development of their career resumes.
By implementing these tactics we felt that this was the best way to begin the process of
the layoff employee’s transition to the job market. We feel that these tactics stayed consistent
with our main strategy. Our goal was to be there and to provide support for the layoff employees
by providing them with the necessary services to continue their careers as quickly as possible.
Communication Goals
This particular case confronted us with a very difficult task. The task was to layoff a
portion of the employees within a hospital and to communicate that change as effectively as
possible. There were many communication goals developed, but our main goal was to
communicate this transition as efficiently as possible. We wanted to make sure to harvest the
dissent and be very clear about our intentions through the process. We also wanted to be specific
in the audiences that we were targeting.
We felt that creating a solid strategy and tactics was the best way to be efficient
throughout our company wide change. There are many factors to consider in a case study such
as this and it would have been very difficult to tarnish the hospital’s morale by leaving gaps in
the communication. By developing a concrete plan, the likelihood of success increases. To be
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efficient we felt that a firm plan that clearly defines the hospital’s position would be the best way
to approach the situation. We wanted to harvest the dissent and leave nothing to question.
In addition to creating an efficient communication plan and removing the dissent among
the employees, we felt that we had several audiences to consider. We developed four main
audiences which included the 200 laid off employees, the employees who accepted early
retirement, the 1,300 that were staying with the hospital and the community. Communicating the
change among the employees was not going to be an easy task but by clearly defining the
audiences allowed us to perceive the transition in several ways.
The 200 employees to be laid off and the employees accepting early retirement were our
main concerns. Our strategy and tactics were developed with this main audience in mind. The
goal for this audience was to maintain a very high level of support and provide as much
assistance as necessary to transition them into their future careers. With this in mind we
provided many plans for assisting them in the transition.
As well as the employees being laid off, we focused on the employees that were staying.
Our goal was to maintain as high of a level of morale among them as possible. By catering to
the needs of the layoff employees and providing a great deal of support we would reach the
1,300 employees and prove to them our seriousness of the matter. Just as important as it was to
care for our layoff employees, it was just as important to show care and concern for our
employees staying with the hospital. Communicating the change among all employees of the
hospital was a very important concern we took into consideration throughout the layoff process.
The last audience we analyzed as a main factor was the general public. We wanted the
public to know that though we were making a difficult decision to lay off 200 employees, we still
cared about the employees and the layoffs effect on the community. By providing information to
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the community, it was apparent that we were concerned about the hospital’s image and how this
decision was going to affect the general public. Our goal was not only to communicate the
change to our hospital employees but also make the public aware of the situation and how
exactly we were going to handle it.
Our communication goals stayed consistent with our motto “transformation with
reaffirmation.” By opening the doors of communication we proved that our goals were to
maintain steady morale among all employees and individuals affected by the change.
Why me, Why not me?
One very important factor to consider in all instances of a company layoff is the morale
among employees being laid off and employees staying. There is a very big questions raised
among the staff about the individuals that get to keep their current career and those who are
forced to search for new opportunities. It is very important throughout a layoff process that the
staff knows exactly why they are being laid off. This factor will be the frontrunner for
harvesting the dissent among the employees. We developed criteria to determine exactly which
employees were to be laid off and which employees were to keep their careers in the medical
profession.
The first factor to determine the future status of the employees was to determine which
departments in the hospital we could afford to make cuts. The individual professionals that
worked directly with patients were the least likely to lose their jobs to budget saving layoffs.
Their status in the hospital and skill level was too valuable for the company to cut back in effort
to save money. Although these types of medical professions do warrant higher-level salaries, the
importance of patient care far outweighed the risk of laying off valued medical staff.
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The next departments in which we decided to focus on were the expendable departments.
We chose to make our company-wide cuts in areas of the hospital in which patient contact was
minimal or non-existent. The cuts were to be made among certain divisions of the company in
which the hospital could afford to lose and continue to function as a reputable hospital. In some
instances, entire departments were going to be eliminated for the time being, due to economic
status. This type of layoff strategy sends a clear message to the staff of exactly why the cuts
were going to be made. If we can provide a clear definition of why certain departments are
expendable, the employees will reluctantly understand the position of the hospital and move
closer to the acceptance of the transition.
We also understand that within certain divisions there are opportunities to make certain
cut backs in staffing. The hospital cannot simply cut several departments as a whole and
maintain function ability. We were going to have to determine criteria in which we could save
some employees and lay off others within one single department.
There were two very different factors in which we were going to make this decision. The
first factor was going to be based on job performance. When determining which employees will
stay and which will be laid off, we have decided to look through their past performance reviews.
Those employees who continue to maintain positive feedback among administration and their
peers will have high priority to stay with the company. These individuals are truly valued by the
hospital, and we have chosen to use this as a factor in determining their future with the hospital.
We will also take into consideration patient and customer complaints, as well. Those employees
that maintain a high professional status within the hospital will help determine their future.
One more very important element to determine employment status is salaries. In some
situations we will be forced to lay off certain employees that are currently being paid above their
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peak salary for that position. Job performance will be the main factor within individual
departments and salary will play a deciding role if the comparison is similar.
We chose to use job performance as higher criteria than salary because of the specialized
field a hospital has over other companies. Patient care is the most important goal of the company
and those who believe in that value will be more valuable to the company.
It is never a simple task to determine the future of specific individuals within a company.
A layoff, as difficult as it is, is intensified by all of the factors that one must examine throughout
the process. Determining why some employees will be laid off compared to other employees is
one very important element that, if handled improperly, can create a severe amount of dissent
among the staff. Employees have the right to know exactly why they are being laid off, and just
as important, why they are staying with the company. We feel very strongly that our outlined
criteria are the best possible solution to this communication issue.
Contextual Analysis
To analyze the context of the situation we have adapted five questions from chapter 9 of
Communicating for Managerial Effectiveness, titled “Commutating about Change (pg. 212).”
The questions aid us in trying to describe how the employees of the hospital will react to the
change. It will also help us develop a strategy as to help the employees cope with the change.
The first question asks how congruent the change is with the culture. Obviously the
change is not congruent with the culture. Clearly no one wants to lose a job, see a friend lose a
job or have to bear more of a workload because there are fewer employees. Therefore, we have
two options. We can change the culture or we can make the change more manageable. The
second option seems to be the best, as it is very difficult to change a culture. It also leads us into
the second question.
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The second question asks how manageable the change is. This is where our strategy will
come into play. It is our idea to make the change as manageable as possible. We feel this can be
done by giving some options to the employees. By empowering the employees, we should be
able to help them accept the change more quickly.
In our estimation, the third and fourth questions blend together. The third question asks
how advantageous the change is over past practices. The fourth question asks if the benefits are
readily observable. We feel our analysis groups these two questions into one answer.
In looking at the solution, the only option left is to have a layoff of 200 employees. This
is advantageous over past practices because it will help the hospital maintain profitability. The
benefits should be readily observable because we hope to see that change in profitability in a
very short time period. At this point we want to ensure our employees that this change is
necessary to try to secure the future of the remaining 1,300. We must alert the employees that,
although we cannot guarantee job security, it is an important goal in lying off 200 employees.
The final question asks which key relationships will be affected. There are three main
relationships that will be affected. We will affect the relationship with those who are lost, those
who stay and the public. For those who are lost we want to maintain close ties by doing all we
can to help them get back on their feet. For those who are staying we want to reinforce the
change, and ensure them that this was done to try to ensure some job security. Finally we want
to ensure the public that we are taking care of the departed, and those who stayed. We also want
to ensure them that this was done to keep the hospital open and to continue serving the
community.
With a better understanding of the context of the situation, we can take a better look at
the audiences that will be affected. By understanding the situation, we can begin to place
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ourselves in the shoes of those affected and better understand some of the questions and concerns
they may have.
Audience Analysis
For the audience analysis portion we will adapt two different models. The first model we
will analyze will be the “Change Planning Worksheet” adapted from Clampitt (2009, pg. 220).
This model helps us identify the best ways to relate the message of change to potential
audiences. The second model that will be utilized will be the NRD (D) model. This model helps
us analyze the thoughts of our audience, and helps us adapt our message of change as they see it.
Figure 1: Change Planning Worksheet for City Hospital.
In the Change Planning Worksheet (Figure 1), we see there are four main audiences
which we must identify. Those audiences include: those who are staying, those who will be laid
off, those who accept early retirement and those who are part of the exterior audience, namely
the public and the media. The messages and channels used for the first three audiences will be
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very similar. There will be some variation in the messages and channels used for the external
audience.
In each group, we must identify the “lions,” or the opinion leaders. We seek out the lions
to help influence the resistant members of a given audience. In the group of those who are
leaving we see similar lions. We feel it is best to seek out those who have accepted the change
and get them on board. They can help us show the other departing employees that there is a light
at the end of the tunnel. In the group of those who are staying, we must identify the managers to
help reinforce why the change was made, and try to help reinforce the goal of job security for the
future. For the external audience, we will seek out the media and run a PR campaign. This
should help us get the biggest bang for our buck in reaching a larger audience.
Next we must analyze how the audiences may be affected. For those who are leaving we
can see two main concerns: they will be jobless and the will be uncertain of their future. Some
will have other secondary issues, but most certainly those will the two biggest effects. The
effects that will occur for those who are staying we can identify as relief, but perhaps depression
for lost co-workers. Our external audience may be affected with a concern over access to the
hospital. They may see this as a move made out of weakness and may fear the state of the
hospital.
To send our message, we must select the correct channels. The message is complex and
non-routine. Therefore we must select the richest of channels to give the news to those who are
directly affected. The richest channel is a face-to-face conversation. This will allow for
immediate feedback. We plan on using this channel for all who are in our internal audience.
Our external audience will still see some rich media, but will not get the face-to-face treatment,
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simply because of the large numbers. Our plan is to hold a press conference and launch a PR
campaign to ensure the hospital’s efficiency and show our concern for the departing employees.
There will also be some concerns that must be addressed. The concerns for those who
are leaving will be similar. They will be concerned with their future employment, families and
finances. The concerns for those who are staying may involve those that have departed, but we
feel the concerns may shift to their own personal well-being. We believe their concerns will be
of an increased workload and of the future of the hospital. The future of the hospital will also be
the concern of the external public. Most certainly they will be concerned as to whether or not
this is the beginning of the end of the hospital.
With that analysis in mind, we can look at our communication objectives to send the
correct messages in the proper manner to our audiences. Across the board we want to reinforce
why the change was made. This was a last resort option, and that needs to be a drive-home
point. For those who are leaving we want to show that we are just as concerned for their futures
as they are. We want to reinforce the change, harvest the dissent and give them the proper
support to move forward. For those who are staying we must also reinforce. We must reinforce
the new structure and reinforce that this move was made to try to ensure job security. Finally we
must demonstrate to the external media that the change was made to ensure the hospital’s future.
We also want to show that we are concerned for the well-being of our departing employees and
show that we will be stronger because of the change.
NRD(D)
To help us understand the case better, we looked at the Need Remedy and Disadvantage
model (NRD(D)). With the NRD(D) model we can assess our audience by looking at what their
needs are and how to implement a plan that would help to meet those needs.
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The realization is that there is a need for change. Our assumption in this matter was that
the employees realized that a change may be coming due to cutbacks in the budget, lack of
raises, and other things. This realization is the time leading up to the announcement, so by the
time the announcement occurs; it should not be as big of a shock. We need to communicate the
layoff must occur, because all other areas have been exhausted. Without the layoffs, the hospital
could risk closing altogether.
The remedy for change is to implement the layoffs. The hospitals goal by laying off 200
employees is to regain profitability. The hospital is doing this in order to work toward long-term
financial security. The hospital wants to ensure that the remaining 1,300 have some sense of job
security. This is where the “black out” should be used by saying “we aren’t guaranteeing job
security; we are saying security is our GOAL.” Using the “black out” technique allows us to
convey the right message and limits sender/receiver errors.
The disadvantage to change would be that the 200 will lose their jobs. The morale of the
hospital will be temporarily lowered and dissent among the remaining 1,300 employees is
probable. Another disadvantage is the hospital’s credibility may be damaged and that
profitability will not be regained, as hoped for.
The devil’s advocate is that if our plan is properly instituted, the negative effects of the
disadvantages to change could be negated. The only thing that will not change of course is the
200 employee layoffs. Other than that the plan should limit the effects of the disadvantage and
also increase the positive effects of the remedy.
Delivery to the Director
One of the objectives stated in the case was to explain how we would deliver our message
to the hospital administrator. Much of our time was focused on how we would deliver the
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message to our core audiences, which were those who were losing their jobs, those who were
staying and those who were in our external audience. However, we felt that our presentation was
very similar to how we would present the material to the hospital administrator.
The message that is being sent about the layoffs is very complex and non-routine.
Therefore, face-to-face is the best channel to utilize, even with the administrator. While we
recognize that the administrator would be very busy, and may have a difficult time scheduling
lengthy appointments, we also realize that this is a very important time in her career. Therefore,
we can assume that she would have time to sit down and discuss the process with us in detail.
Our presentation to the director would be very similar to our PowerPoint presentation.
We would take her through our contextual and audience analysis and explain our strategy and
tactics in-depth. We would be sure to give plenty of time for feedback and answer any questions
regarding our plan to communicate the change to the hospital.
Also, when presenting information to the director, we would provide her a packet. The
packet would include all of the packet material that would be handed to those employees who
were being laid off, a copy of the letter that would be sent with employees after the layoff
announcement was made and an informational time line to describe how we feel the layoff
timetable would best be handled.
With an in-depth conversation, and a few tangible take-away items, we feel the
administrator would be better prepared to begin the process. Of course, we will be available
throughout the process to guide her if anything needs to be adjusted. All communication with
the administrator will begin rich, and will remain that way throughout the layoff process.
Timeline for Layoff Procedure
As a group, we spent a long time on the strategy of what we would present, as a logical
and rational timeline, for the layoff process. Our case was absent of any clues as to how long our
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timeline should be or even what should be in it. The only solid fact as to what our timeline had
to include was the actual layoff date: January 15. With this date in mind our team began to
research areas that we thought were going to be important to our case.
First, we knew that if we could get obtain information from people who have been laid
off this would be invaluable information. Luckily for us, not the interviewed, we were able to
find many sources within our group to gather information. Some of the most invaluable
information came from an unlikely source. Deb Dobson, who is a member of Johnathan
Dykstra’s group in Small Group Communication, informed us on many aspects of a good layoff
and bad layoff which she had been through. With additional information gathered from various
sources, these interviews helped to settle what would become later disputes, such as the letter we
will speak of in our rejected ideas section.
Second, we assumed that in all rationale, we were advising for a hospital in the state of
Wisconsin. We assumed this because we are students in the state of Wisconsin and we needed a
basis as to what laws apply in this case. With Wisconsin laws applied, we were forced to assume
that we must have at least a 60-day timeline to the layoff date. This is because in Wisconsin, for
any mass layoff, you are required to give those affected at least 60 days notice. With this
information we moved forward with a 65-day timeline for good measure. We wanted to give
those being laid off the most amount of time possible to get their affairs in order and hopefully
find another job, with which we would also help.
Lastly, for rationale, we knew that if there was going to be a change we needed a “war
cry.” We decided that the mantra for this change would be “Transformation with
Reaffirmation.” Our rationale for this came directly out of Communicating for Managerial
Effectiveness, chapter 9, titled “Communicating about Change”. On page 222, step 3, it
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instructed for us to develop an underlying theme or core message. We wanted to make the core
message actionable, memorable, and sticky, just as the book instructed us to. Through this, we
developed our message and agreed that the hospital was going to go through an enormous
transformation. However, if we reaffirmed our commitment to those being laid off, as well as
those who were staying, we could minimize the dissent and loss of productivity this layoff would
inevitably cause.
Moving on from our rationale, we assumed that all employees would move through the
Kübler-Ross Stages of Grief. We wanted to account for the fact that different employees would
move through the five stages at different paces. For this, and many other reasons, we formed
what we called outplacement services. Specifically pertaining to grief, we decided out of our
allotted budget, we would have an “outlet” where those affected would be able to get counseling.
We assumed that the hospital would already have grief counselors on staff. Additionally, this
would not be an exorbitant expense to pay overtime to those counselors over the layoff period.
Additionally, as we will talk about soon, we also would have an audit process to identify those
who are having more trouble with this process than others.
With our rationale taken care of, and the fact that the Kübler-Ross Stages of Grief were in
play, and hopefully the effects of them negated, we created our timeline. As we state in this
paper a few times, we were not directed as to the process of who would be laid off. However, as
we stated, we designed our plan to correlate with the elimination of employees by position. This
would make the change easier to implement from a communications standpoint. Additionally, we
did not believe it would be up to the communications department to pick the actual persons being
laid off. We felt this decision would be better left to management.
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Counting back from January 15th, we developed a timeline based off of PERT. We
identified what the ideal end state would look like and developed a critical path of events. We
tried integrating as much as we could in our limited time to ensure employee satisfaction.
November 9, this was our kickoff day, 65 days from “D-Day.” This is the day that we
decided to inform select hospital members. We did not feel that it would be advantageous to
suddenly spring this change onto the entire hospital’s staff, at once, without prior notice.
However, we knew that we did not want to give a lot of prior notice to all employees; we knew
this would fertilize the grapevine. Instead, we wanted to inform those that we felt would be
advantageous to our cause, in effect, kill the grapevine before any green shoots could grow.
Through our audience analysis, we identified the “lions.” We knew these highly
influential members would be very important to get on our side. This would hopefully make the
process more manageable and easier to digest. Also, we wanted to inform those who would
carry out the layoffs. As managers or directors of different parts of the hospital, we assumed,
that it would also be advantageous let them in on the inevitable.
As we said, this layoff would affect a cross section of the hospital. We wanted to ensure
that those who were being laid off were being laid off by someone who they saw as credible and
trustworthy. We assumed the most credible sources would be the people who oversaw them on a
daily basis: the managers and directors.
November 10 was the day that we anticipated would be extremely difficult for many
people at the hospital. This is the day we selected to inform every hospital employee of the
impending layoff. We also assumed this is the day the majority of employees would enter into
the Denial Stage of the Kübler-Ross Grief Stages. We designed the meetings under the
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assumption that the hospital worked on three rotating shifts: day shift, swing shift, and night
shift.
Therefore, it would be impossible to inform all staff members, at the same time, and
maintain hospital efficiency, as well as, proper patient care. However, we designed a plan where
the shift that was already working would be required to work one extra hour (overtime
authorized) to allow time for the meeting to be held. The meetings would be held at the
beginning of each respective shift. For all meetings, we wanted to use a very rich channel for
delivery; also, we would use people who would be very influential, respected, and credible
within the hospital to deliver the message. Using a rich channel with credible people would
make this more sincere then sending out a letter or e-mail to inform the employees. Furthermore,
after the information was conveyed to all employees of the shift, there would a fact sheet handed
out, and post meetings would be held within the employees respective departments.
We felt that once the larger meeting was held, these post meetings would give a chance
for the lions of the respective departments to help with implementing and moving the change
along. After the departmental meetings were held, those identified to be laid off would be
informed of their fate. Those informed would also be informed about the upcoming timeline of
the layoff. We assumed by this time, especially for those directly affected, denial would be
settling in like a cold, hard, Wisconsin winter. We assumed there would not be much for
consultation that could be said at that point. However, counselors would be available at this
point, to all employees, wanting to talk. For those who were laid off, we decided if they were
not in need of counseling they would be sent home for the day, with pay, to let the layoff settle
in.
Page | 20
On November 11 Outplacement Services opens and operates twenty hours a day for 90
days (30 days past the layoff date). Outplacement Services would have a two-fold operation.
First, this office would help in the decision downloading process; second, the office would be
used to help those affected by the layoff. We knew, as communications advisors, it would be
beneficial to the hospital to have an inlet in the decision downloading process. As the timeline
shows, the idea was for the most part kept secret from the majority of the hospital up until the
previous day. When we sent out the layoff message, we wanted to establish an inlet for
employees to express their concerns about their future with the company. Outplacement services
would help not only those being laid off, but those not being laid off. This office would also
help with the questions pertaining to the future course of the hospital and future stability as well.
This would directly pertain to the “survivors” at the hospital and help quell any of their possible
fears.
For those that were directly affected, Outplacement Services would be there for them
throughout the entire layoff process, reaffirming our commitment towards them. This office
would provide many different services to try and help those affected with finding a new job. As
advisors, we decided that the office should provide résumé writing services, letters of
recommendation, set up job fairs, help with unemployment and COBRA applications, etc.
Additionally, and possibly most importantly, the office would advise those willing to take
layoffs, buyouts, retraining, etc., on how the process would happen and that they could begin
taking this option December 15, 2009.
These functions would be the primary purpose of the outplacement services office. We
wanted to ensure that every possible need, of those being laid off, was met. If done properly we
felt we could make the layoff process as pleasant as possible for those affected. Additionally,
Page | 21
this would pay dividends back to us by controlling some of the dissent of those staying by
addressing the question of how will friendships be affected?
A major part of the transition process we had planned hinged on getting those we had to
lay off another job, for this, we planned job fairs to help making find a job easier. In total, four
job fairs would be held (one every two weeks). These job fairs would be held in-house, and if
there were any expenses incurred from these fairs, it would come out of our allotted budget. We
tactically designed the first job fair into our timeline three weeks after the layoff announcement.
We did this for two reasons. The first reason was Kübler-Ross. We wanted to afford those laid
off time to grieve. They would possibly move away from the anger stage and closer to the
bargaining stage. Second, we wanted those affected to have time to get their resumes, letters of
recommendation, etc., in order so they would be fully prepared for the upcoming job fairs.
December 15 is the day our options for those laid off opened. This was also another very
important strategy; we wanted to empower those affected by giving them many options as the
layoff date approached. Beyond the job fairs we were providing, we want to supply options such
as retraining for those wanting to move into another career field, and buyouts or early retirement.
The latter option would be primarily for those who would be closer to retirement and not willing
to retrain. With these three options, in addition to the job fairs, we felt that we had sufficiently
empowered the outgoing employees with many options.
Everyone that had found jobs at this point we called “Successful Sams.” We were happy
that we had expedited their process of finding an acceptable solution to the situation we had put
them in. Additionally, we assumed that this specific group would move quickly through the
Kübler-Ross stages and settle into acceptance easily. However, we knew at this point there
would be some stragglers, or as we called them “Joe Uh-ohs.” Good ol’ Joe Uh-oh would be
Page | 22
quickly sinking into the dark abyss of depression. We felt this would be absolutely unacceptable
and developed a plan to help ol’ Joe.
After the first job fair and options were opened we planned to audit the entire process,
this audit had a twofold purpose. First, we wanted to ensure that those affected, and not, were
happy with the process up to this point. With this audit, we could find resistance points which
employees were not happy with and harvest their dissent. We wanted to make sure that our
mantra was still echoing through the halls and we would transform while reaffirming our
commitment to employees. Second, this audit process would allow us to identify the stragglers
(Joe Uh-ohs). Once identified, we would reaffirm our efforts directly to those who had not taken
one of the options or found a job up to this point. By identifying the stragglers, and putting more
effort into them, we assumed that they would become hopeful that this layoff process would still
bear fruit for them. Furthermore, if they felt hopeful, they would move quicker out of depression
and would hopefully soon find acceptance.
Moving into January, we were assuming that the layoff process, while not pleasant for
many, was going well for most. We decided to have one final job fair during the first week of
January. This would ensure that we would reaffirm our efforts all the way to the end. With this
reaffirmation, we also wanted to conduct “outplacement interviews” with the outbound
employees. These interviews would serve a couple of purposes. First, the interview would help
us gain valuable information into what they thought we did properly and what we could have
done better throughout the process. Second, we could identify those people who were still
having issues with finding a job. Identifying these wondering souls would remain very
important to us. Our goal through this whole process was to ensure that those being let go would
have a job or some form of consolation from the layoff process.
Page | 23
Once the outplacement interviews were completed, we hoped we would have a good
idea of how the process went thus far. We needed this information to know where we were in the
Kübler-Ross stages of grief. We assumed that with our very rich format, throughout the layoff
process, we would have done well in moving those affected quickly through the process.
However, we realized that we still would have work to do. On January 15 the layoffs would
occur, however, outplacement services would remain open for an additional 30days. This would
ensure that we could continue working with those that still needed help with the transition.
Lastly, we were again going to audit the entire process with the 1,300 remaining
employees. We wanted to ensure that dissent was quelled as much as possible, that rumors were
made moot, and that the hospital would again return to full “production” capability. We knew
there would be a lag time to when this would happen, however, we felt that if we properly
communicated this change our employees would move quickly through the Kübler-Ross stages
and back to full capacity.
What About Those Staying?
Taking advice from Communicating for Managerial Effectiveness, in the area of page
227, our team decided there was one important step amongst many others that we would do
immediately – install safety valves. We liked the idea of implementing a way for employees to
express their concerns. Therefore, we would ask employees to express their concerns, like are
we all going to lose our jobs? How am I going to cover the workload of those leaving? Once
those concerns were voiced, we would record the concerns in a non-evaluative fashion. Once all
concerns were recorded and the most important and valid questions would be weeded out. Once
these main questions were picked, we would transform those questions into a Q&A document.
This would be easily distributed to all employees and would help with some of the lingering
Page | 24
questions. Additionally, we would repeat this process multiple times during and after the layoffs
to ensure all major questions were answered.
Phil’s Seven Questions of Life
As a group, we applied each concept, strategy, and tactic to Phil’s Seven
Questions of Life. We felt that this would add a creative aspect to our presentation, as well as
help each of us better understand and relate to our plan for the presentation. The questions
applied well to our plan.
Phil’s first question asks, “Where does the evidence lead?” Through the
information provided in the case, it was stated that we must layoff 200 out of 1500 employees.
We needed to decide which is the best way to do this?
Phil’s second question asks, “Is it ethical?” The situation of laying off employees
may not be entirely ethical, but it is the only option given to us. We needed to make the situation
as ethical as possible. We were honest, gave the employees as much notice and control as
possible, and recommended maintaining open communication throughout the entire process.
Phil’s third question asks, “What are your assumptions?” We can assume that this
decision is not going to go over well with many of the employees. Employees that are being let
go will have concerns, as will those remaining with the organization. Many of the remaining
employees will be losing friends they have worked with for years. Many employees will be
upset with the possibility of an increased workload as well. Properly communicating aspects of
the change will help to decrease stress pertaining to the situation.
Phil’s fourth question asks, “What is the pattern?” The Kübler-Ross stages are
the pattern. Denial, anger, bargaining, depression, and acceptance are the five stages the
Page | 25
employees will go through. We want to get all of the employees to the acceptance stage as soon
as possible.
Phil’s fifth question asks, “What is effectiveness?” The effectiveness will be
determined by how many employees make it to the acceptance stage. We want to make sure that
this happens as quickly and smoothly as possible. Getting the “Joe Uh-Ohs” out of the
depression stage will be a key issue.
Phil’s sixth question asks, “What to do?” We need to provide all services
necessary to the employees both staying and leaving. The communication needs to be handled
through rich channels; we must maintain honesty throughout the entire process, and conduct
audits to ensure that all employees’ needs are being met.
Phil’s seventh and final question asks, “So What?” Through the development of
our timeline, we hope that the amount of lag time is minimal while the overall employee morale
and profitability remain relatively undamaged. We want no employee left behind. We feel our
overall plan helps ensure these things happen.
Phil’s Feedback
Areas of Improvement
There are several areas we could improve upon as a group. One thing that we could have
done better as a group was address the concern of: “Why me/Why not me?” All of our plans for
the layoff are going to be hindered without addressing this concern.
Employees that are being let go will want to know why they are being let go. Employees
that are going to be staying with the organization will want to know why they were chosen to
stay. This is a valid concern. Remaining employees may begin to wonder if their current
Page | 26
position is now safe. We want business to continue as usual. The last thing we want is for panic
to spread. Productivity must remain high. Addressing this issue would help this happen.
What is the plan for the employees that are not getting laid off? This is a valid question
that should have been addressed during the presentation. Employees will want to know if they
are going to be changing departments, taking on more responsibilities, in danger of losing their
positions, as well as other concerns. These concerns are all valid. Addressing these concerns
through rich channels would help calm some fears and answer questions the remaining
employees will have.
Positives
As a group, we did many things well for the presentation. We did an excellent job with
our research. We were able to find many facts and important information, which helped us
prepare out presentation. Finding facts regarding layoffs in the state of Wisconsin was
important. We discovered that in the state of Wisconsin, organizations must give employees a
minimum of 60 days notice before conducting layoffs. It was facts such as this that helped us
design our presentation.
We had a sexy agenda in the presentation that had a good flow to it. The use of the bandaid in the running agenda was very creative. Our use of models in the presentation was done
very well. The Kübler-Ross stages were used very well. We were able to apply the stages to
each group of employees in the presentation. The core message of the presentation was
excellent. We created the phrase “Transformation with Reaffirmation” and used it as our theme
throughout the presentation. We focused on how we care for all of our employees, both staying
and leaving, and want no employee left behind.
Page | 27
One of the great approaches we took when organizing information for the presentation
was conducting actual interviews with people. We talked with people that have gone through a
layoff in real-life. We wanted to know things like how they were notified of the layoff, how they
reacted, the options they were given, and so forth. This gave us good insight as to how an
employee may react to the news. Obtaining this information helped to guide us when creating
our strategies for the presentation.
The speakers for the presentation did a very nice job enforcing the core message. Each
speaker was prepared, confident, and focused on each key message. The Q and A portion was
handled well. The questions were very tough, but we were not caught off-guard. Each of us did
a nice job in this area.
Class Feedback
Areas of Improvement
The class as a whole gave us a number of things we can improve upon as a group. Many
of the students in class had a lot of the same suggestions and comments. We need to keep the
suggestions in mind for our future class presentations and careers. All of the suggestions are
areas in which we can easily improve upon and do better for the future.
One of the more consistent themes for improvement from the class is one that Phil noted
to us. The question many had was, "How are the employees going to react to the layoffs, both
those staying and leaving?" We needed to address better what will happen next for those
employees staying. Addressing how exactly we plan to get the department heads on board with
our plan would have helped. Employees will have many questions and concerns. We could have
address the “what next” better in the presentation.
Page | 28
Some felt that our transitions form speaker to speaker could have been slightly better.
Although the class as a whole felt each speaker seemed credible, prepared, and researched, many
also felt we can improve as. Speaking more loudly and enthusiastically at times could have
helped us while presenting. Nervousness was present with our speakers. Relaxing more and
working on these things will help all of us in the future.
Positives
The majority of the feedback from the class was positive. Every evaluation form
indicated positive notes regarding the presentation. Many of the themes are consistent in each
evaluation sheet for the positives as well.
Many felt that our core message was excellent. The class could tell that our presentation
was well researched and planned. The “Transformation with Reaffirmation” theme was very
creative to many of our classmates. Using the information obtained from our actual interviews
was an excellent thing for us to do. Many of our classmates appreciated this type of research and
dedication to the presentation.
Many felt that the creative aspect of our presentation was our biggest positive. A lot of
the evaluation sheets mentioned the band-aid used for the running agenda. This is something
that Phil noted as a positive as well. Many liked the “Joe Uh-Ohs” and “Successful Sams”. The
use of the picture of Lance Armstrong in the conclusion of our presentation was enjoyed. Many
found it entertaining and clever noting him flashing seven fingers and tying that to Phil’s Seven
Questions of Life. We wanted to show as much creativity in our presentation as we could. The
class seemed to appreciate this.
The design and flow of our PowerPoint was much improved from our first presentation.
The creativity is much better, the slides were less wordy, and was much easier to follow. Many
Page | 29
of our classmates were able to see this. We took their advice from the first presentation when
putting this one together. Many felt that the models were done very well, especially the KüblerRoss. We improved much in this aspect from our last presentation.
Rejected Ideas
There were several other ideas that we cultivated in an effort to devise a plan. These ideas
were not implemented after long deliberations because they were not strategically effective in
what our goals were, however, we felt they would be beneficial to add into our paper.
The first rejected idea was to have a less rich channel for the 1300 hundred that were
staying. A closer look at the case proved that this would not be effective in communicating with
them.
Our reasoning behind this was that the 1300 would not be as emotionally affected by this
change. After looking at their fears we realized that they were just as important as the 200 that
were going to be laid off. We had to address these fears, such as will they lose their jobs and if
they were going to be overloaded with work after the change.
Taking all this into consideration, we decided that a higher level of rich channels would
prove more effective in communicating our goals.
Initially we had decided to introduce that there were going to be layoffs through a letter.
We discarded this idea as it was too impersonal. After looking at the case and a lot of
deliberation we felt that it was not the correct channel to use to convey our message. Our first
realization of this was when we could not decide what to put in the letter. It was a clear indicator
that if we could not decide on how to correctly relay our message without potential problems
arising that we had chosen the wrong channel.
Page | 30
After realizing this, it not only helped us to realize that we needed to choose a new
channel, but that we also needed to focus on a more rich channel. That is hoe we decided to do it
face to face.
Another idea we discarded was that our packet should include a coupon booklet.
Although it seemed like a good idea, we realized it was more or less clutter. While we realized
that due to the layoffs employees would be struggling financially, the need for a coupon booklet
is not there.
Coupon booklets can be found all over. While the 200 will be struggling financially, we
felt it best not to create information overload in the packets. The packets should only include
documents relevant to helping the 200 keep up with financial benefits.
We also rejected our first time line. While it had some effectiveness, we felt that in order
to convey the message better that it would have to be switched.
The first change was day one on our timeline, November 9. We initially decided that we
would announce the mass layoff in rotational shifts this day. We first came up with this so that
we could lessen the blow and leave less room for the news to seek in before the weekend.
Instead, we switched Tuesday the 10th to Mondays feeling that it would be more effective to
inform the department heads first. That way they knew what was going on and could handle the
disruption of the layoffs.
Another change in our timeline was to move up the date for the counseling sessions and
outplacement services to Wednesday the 11th. That way we could harvest the dissent quicker and
move through the Kübler-Ross stages quicker.
There was also a switch in the dates for job fairs. We had the first job fair starting in
December but realized that people were going to want to start looking at job options right away.
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There were only three scheduled job fairs at first, but we felt it best to have four. This
way, the employee’s had enough time to react while dealing with the Kübler-Ross stages. We
realize not everyone moves through these stages at the same rate. The added number of job fairs
also allowed the 200 employees to have time to work on their resumes during or workshop.
Conclusion
When we entered into this project we were not sure where to start. However, through our
exceptional teamwork and communication on this project we were able to tame something that
seemed larger than us. We started with empathizing with the people of the hospital, putting
ourselves where they would be. We moved forward by developing a plan that would be
acceptable to us if we were in their situation. Finally, we wanted to make sure that we were
there for those who were staying. Sounds easy right? To say the least, it was not.
Our group spent countless hours delineating the problem in the GAC lab and even more
hours on our own. We interviewed actual people who had been laid off, researched many
different resources, and developed our strategy and tactics around our findings. Our plan to let
the lions and leadership in on the layoff first came from CME4, our idea not to send a letter
about the layoffs came from an interview with an actual class members, and our idea of
developing a FAQ for the “survivors” also came from CME4.
Our point is, if we would never have walked through the doors of MAC Hall, and into
Organizational Communication, we would never have learned the principles of communication
that we will use for the rest of our lives. Through the case studies, readings, and lectures we
have learned about communication. Additionally, and most importantly, we have learned about
ourselves. We have learned what we are effective at, what we need to improve on, and how we
can get there. Realizing the difference between stated and actual is a landmark idea in our
Page | 32
minds. So, when we state that this class was challenging, we are actually saying we are walking
away with knowledge that we will use for a life time.
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Works Cited
Bailey, Ben. Personal Interview. 2009
Clampitt, Phillip. Communicating for Managerial Effectiveness. Sage Publications, Inc, 2009. Print.
Dobson, Deb. Personal Interview. 2009
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Appendix A
Minutes for 11-10-09
Today:
Facts about the case
Assumptions
Audience analysis
Intro to the case
Facts about case:
 200 employees need to be laid off/1500 employees
 (assumption) Jan. 15- 2 months from now
o Allow adequate time to prepare
 Devise plan to: friction, tension, down time
 Layoffs NOT closing
 PR, comm. etc 1ST to lay off (not doctors)
 Cope w/ difficulties
 “45 days”
 60 days prior, written
Assumptions





For-Profit hospital (accountable)
That it is in Wisconsin (WI laws)
Doctors/nurses are not part of lay-off
1st series of layoffs (contact them, how what why?)
Assume layoff is permanent ( move on to other jobs)
Develop a plan to reduce tension etc.
Strategy:
Giving them notice, 60 days
200 employees (rich channel)
1,300 employee’s (less rich channel)
Tactics:
Notify everyone 2 weeks in advance
Include facts: market data, competitive
information, economy
Packet (outplacement services, job fair, cobra,
counseling, unemployment, severance pay)
Information, economy. Changes will have to
happen
Page | 35
Those being affected have been notified
Letter?
Layoffs
Data
Parking Garage:
100,000job fair
SMCR
Channel?
Rich-Lean
Refused:
401 k
Culture:
we are
trying not
to assume
to much
Have a slide
sighting our 2
options in
regard to
culture
Do not
change the
culture,
make the
change
more
manageable
KISS
Chart
(AA)
Coupon
booklet or
discounts
Lawyers
Grief
counselors
Assumption: Strategy
everyone
vs. tactics
has work
email
MINUTES for 11-16-09
CONTEXTUAL ANALYSIS:
1. Change the culture
2. Make change more manageable
a. Try to give those being laid off some control.
i. Offer buy-outs. (get more info. On how it works)-Candace
b. Outplacement services
i. Job fair.
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ii. Staffed transition personnel available 20 hours a day
iii. Transitional workshop
iv. Packets
1. Cobra info.
2. Unemployment info.
3. Govt. assistance
a. Medicaid
b. Day care assistance
c. Harvest the dissent???
i. Continuous loop
d. Keep current level of patient care
3. Are benefits observable?
a. Because the co. will maintain profitability
b. Community will be better served (more beds if the hospital can stay open)
c. The other 1,300 remaining employees will have more job stability
4. Key relationships
a. Important to maintain relationships with the exiting employee
b. We want to keep in mind the messages we are sending to remaining employees by
the way these employees are being treated.
Audience Analysis:
5. Employee reactions: (insert diagram from Phil’s book pg. 206 fig. 9.2)
a. Denial- legitimatize concerns and discuss rationale of the change
b. Anger- clarify the details of the change, show understanding while emphasizing
need for change
c. Bargaining-focus on long term benefits, be flexible with inconsequential items
d. Depression-encouraging discussions with others that have fully accepted change,
offer counseling services
e. Acceptance-encourage auxiliary suggestions (job fair and transitional workshop)
and give praise
f. We will assume it will happen to both group of employees
i. Our comm. strategy will focus on helping them through this phase as
quickly as possible without sounding like a cheerleader
6. The decision Download Processing (make transparency)
a. Explain diagram and how we will utilize it
7. Change planning worksheets (pg. 220 fig. 9.5 transparency) (11-17-09 minutes starts
here)
a. Separate into buy-out
i. Those staying
ii. S.O.L. group
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b. Audience
i. Staying
ii. Leaving
iii. Public/patients
iv. buyouts
c. How will group be affected
i. Happy to keep jobs, sad for those lost, concerned about work load,
concern for future.
ii. They will be unemployed. Suffer psychological issues. Family
obligations.
iii. Concern over access. Possible negative backlash.
iv. Jobless but will get money. Psychological
d. Lions
i. Managers
ii. Seek out the people who have accepted change
iii. Media.
iv. Those who see benefits
e. Channel references
i. Rich style media, Lean channel. E-mail with video attachment
ii. Very Rich channel
iii. Press conference. PR campaign
iv. Rich- F2K
f. Concerns/ resistance
i. Is this going to happen to me, also concern for others/friends. Concerned
for extra workload.
ii. What is the company going to do for me on my way out? Bargaining to
keep their jobs.
iii. Health care needs may not be met. Economy
iv. Will they be able to afford retirement? Health insurance?
g. Comm. Objectives
i. Reinforce reconstructed system. Limit the down time. (pg 206 fig 9.2)
delta productivity
ii. Let them feel supported. Help them with networking. Harvest the dissent.
(Keep them as happy as possible.) Reemphasize why the change was
made.
iii. Reinforce change/reasoning. Reinforce other options were explored.
Reinforce we are taking care of employees.
iv. Be supportive. Thank them. Reinforce change. Reinforce all outplacement
service.
Culture=
Page | 38




Hospital
Values employees
Probably first time they have had to do a mass lay-off
Concerned with how the change will affect employees and patients
NRD model
This is the last resort.
For next week:
Think about NRD(D)
Think about timeline.
What it will say.
May be ethical to be slightly ambiguous?
Monday, November 23
Need
Need for change.
Assume that the
employees realize that
change may be
coming due to
cutbacks, lack of
raises, etc. in the time
leading up the
announcement. We
must communicate
this must be done
because all other areas
have been exhausted.
Remedy
Remedy of Change.
Layoffs. By reducing
the staff by 200
employees, the
hospital can regain
profitability
immediately and work
toward long-term
financial security with
the goal of ensuring
the jobs of the
remaining 1,300.
“Black out” – we
aren’t guaranteeing
security; we are
saying security is our
goal.
Disadvantage
Disadvantage to
Change. People lose
jobs, morale of
hospital is lowered
temporarily, dissent
among the remaining
employees is
probable, possibility
that hospital’s
credibility is
damaged.
Devil’s advocate
If properly instituted,
the effects of the
disadvantages to
change (except job
loss) could be
negated.
No letter – Not rich enough. Better to handle situation one on one. John will explain
Timeline – 60+ days
Monday the 9th- meet with department heads and inform.
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Tuesday 10 – mass announce layoffs (audiences, meetings, etc. for Tuesday). Rotational shift
with approved overtime to cover mandatory meeting. (beginning of shift) DENIAL
(Mass meeting 200 people getting laid off. Individual dept meeting for layoff employees)
(1.Options 2. Packet 3. Outplacement services: to open later Dec. 15 bargaining)
During the following 2-3 days bring people in for face-to-face layoff process due to 24 hour
operation and when employees are called in.
Wednesday, November 11 – counseling sessions begin. Outplacement Services” office opens –
resume building, insurance, external job fairs, child care, other information provided. ANGER
Monday, December 7th – Resume building workshop from 9 a.m. to 5 p.m., unlimited for
outgoing employees
Side note: Job fair once every 2 weeks.
November 18 Wednesday, internal job fair
Wednesday December 9th –internal job fair from 10 a.m. to 3 p.m., unlimited time at fair for
outgoing employees
Wednesday December 18th – internal job fair from 10 a.m. to 3 p.m.
Wednesday, January 6th –final internal job fair from 10 a.m. to 3 p.m.
Monday Jan 11 and Tuesday Jan 12 – exit counseling sessions
January 11-15: exit interviews. Final evaluation; Joe uh-oh
Successful Sams
Thursday Jan 14 – “Outplacement Services” office closes and 11:59 p.m. – services for laid off
employees remain within human resources for 30 days after layoff.
Friday Jan 15 – Layoff day.
DEPRESSION: unsuccessful job search.
ACCEPTANCE: buyout people, retraining, successful job search
*Monday Dec. 21. Re-evaluate current status. HOW CAN WE HELP? (how to get from
Depression to acceptance)
“Transformation with Reaffirmation” – possible quote?
For Tuesday –
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Finalize NRD(D), Finalize Timeline
Talk about presentation to director
Talk about audiences, meeting times and locations for layoff announcement
Begin PPT.
November 24, 2009
Breyers layoff
Mass meeting= everybody
1. Who’s laying off
2. Who’s staying
(VERY RICH)
a. Approved overtime
b. Department meetings
Packet




Timeline of events: explanation
Internal contacts- L.O.R.
Cobra
Unemployment
Options
 Buyout/ early retirement
 Retraining ( tech college)
O.P.S.
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


Resumes
Tech college placement
Cobra apps.
workshops
Agenda Items (not in order)
 Introduction (handout case on pyramid)
o Transformation with re-affirmation
 NRD
Agenda
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
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AA
Contextual Analysis
Decision Downloading
Timeline- KR (5 steps)
ID of case
Conclusion
1.
2.
3.
4.
5.
Introduction
Agenda
Case ID
Contextual analysis
Audience Analysis
a. NRD
Goal- Strategy vs. tactics
Timeline- KR (5 steps)
a. Decision downloading
So what?
Conclusion
6.
7.
8.
9.
Paper
Exec. Summary
ID of case
Contextual analysis
Assumptions
Continuous improvement
Rejected ideas
Audience analysis (NRD)
Goal- strategy vs. tactic
Conclusion
So what?
Timeline (decision downloading)
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Exec. Summary Kristi
ID of case Kristi
Assumptions Kristi
Contextual analysis Matt
Audience analysis (NRD) Matt
Goals – strategy vs. tactics Adam R
Communication goals Adam R
Timeline (KR) John
Decision downloading john
So what? Adam
Rejected ideas, letter specificity: Candace
Continuous improvement Adam B
Conclusion Candace
Appendix: 100 facts, green sheets, meeting minutes, white board pics., audience analysis
Page | 43
Appendix B
1. Employees who survive the layoffs will struggle with doubts about the company's future.
2. They want to know how their jobs will change. Will they now be expected to do their
jobs plus the jobs of their ex-coworkers? Or will their goals be changed accordingly?
What is the precise state of the company financially? Are further layoffs imminent? Their
doubts will begin with their own roles and expand outward to their teams and to the
company as a whole. You must address each level of concern with as much rational
discussion as possible.
3. CEOs: Be front and center
4. The CEO must be there for the managers as well as the terminated employees.
5. in contrast, another CEO helped his managers by giving them his prepared, written
statement to read. It covered the relevant facts, including logistics concerning health
insurance and other benefits, and outplacement options. After each manager conveyed the
news to her employees, she directed them immediately to the outplacement center. This
was a good way to orient them toward the future and help them feel supported as they
started their new life as a job seeker.
6. After a morning of layoffs, no one is in an emotional state to work. Give people the space
to deal with what just happened. Accept that you'll lose (at least) a day of productivity,
and do whatever it takes to help people cope with their emotions quickly.
7. Exit interviews can also be useful, but may best be performed by a third-party firm.
Employees can provide valuable information that they might not be willing to share with
an insider. Make sure that they're asked: "How do you feel the layoffs were handled?"
This will help them vent and may also reveal important tips to make the process a little
less painful.
8. Outplacement helps them land on their feet. You're offering help at a high-stress,
emotional time. It sends a signal to them and to the remaining employees that you're
treating the ex-workers as people, not as line items on a budget.
9. Deliver the message personally and respectfully — and listen
10. get them thinking about their future rather than the company's. The primary message
should be "How can I help?"
11. Provide outplacement support
12. Never delegate pain
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13. Communicate widely and often
14. Letting people go is an emotional event — not just for those being laid off but for those
who remain.
15. If you’re going to make cuts, set a time table based on analysis, strategy, debate and
execution.
16. The Mass Layoff Statistics (MLS) program collects reports on mass layoff actions that
result in workers being separated from their jobs. Monthly mass layoff numbers are from
establishments which have at least 50 initial claims for unemployment insurance (UI)
filed against them during a 5-week period. Extended mass layoff numbers (issued
quarterly) are from a subset of such establishments—where private sector nonfarm
employers indicate that 50 or more workers were separated from their jobs for at least 31
days.
17. Your organization is either thinking about or has initiated layoffs, downsizing,
rightsizing, staff cuts, or managed redundancy. Whatever you call it, these strategies for
layoffs and downsizing will minimize the damage to those employees you lay off and the
layoff survivors who remain.
18. Assuming that you have taken all possible steps to help an employee improve their work
performance, it may be time to fire the employee. These are the legal and the ethical steps
in how to fire an employee. Ensure that the company's actions as you fire an employee
are above reproach. How you fire an employee sends a powerful to your remaining staff either positive or negative.
19. What is the Best Day to Fire an Employee
20. There really isn't a "best day." However, if one has to terminate, Monday might be the
best. This will allow the now former employee time during the business week to look for
a job or file for unemployment. Fridays are definitely out because it provides too much
idle time.
21. Letting people go is an emotional event — not just for those being laid off but for those
who remain. Of course those who are let go need help with the transition to new
employment. But the employees who survive the cutbacks also need reassurance about
their own future — and an understanding of the strategic goals behind the cuts.
22. Communicate widely and often
Managers often think they shouldn't let employees know when things are going poorly.
They don't want their workers to become discouraged. But people aren't stupid; they
know when things aren't going well. Even if top managers spin the circumstances
positively, the message comes across through unclear goals, a decrease in resources
committed to ongoing projects, and other subtle clues. Discussing and acknowledging the
Page | 45
company's position is the first step to keeping people involved — and committed to
solving problems they understand.
23. Fill in information gaps for your employees
If layoffs become necessary, people won't be shocked if they have been able to see them
coming. To that end, share market data and competitive information. Don't proclaim
layoffs without need, of course, but don't undermine trust by lying or being unrealistically
upbeat two months before a layoff. It's impossible to regain trust once people know
you've lied to them.
24. Give the most pressing information first
When the question on everyone's mind is "Is there bad news ahead?" let them know.
Don't bother starting with a discussion of the competition, market forces, or the financial
environment; no one will pay attention until their most critical question is answered.
25. Never delegate pain
The most delicate challenge is letting someone know that he or she has been let go. Don't
delegate this painful mission to the HR department. Most people are loyal first to their
manager, then to their company. The person's manager should deliver the message.
Companies need to allow managers a realistic timetable to have one-on-one
conversations with the employees that are being let go.
26. Deliver the message personally and respectfully — and listen
It does no one a favor to lay off employees with a note on their computer saying, "Don't
turn this on today!" Deliver the message in private, and give employees time to react.
People have different reactions — some need to vent, some need time to think, and some
need facts and explanations. Be prepared to give each person what they need to reach a
stable emotional keel. Then, as quickly as possible, get them thinking about their future
rather than the company's. The primary message should be "How can I help?"
27. Provide outplacement support
The question everyone asks after a layoff is, "What do I do now?" Few people have a
resume at hand and a job-hunting network mobilized. Outplacement helps them land on
their feet. You're offering help at a high-stress, emotional time. It sends a signal to them
and to the remaining employees that you're treating the ex-workers as people, not as line
items on a budget.
28. Along those lines, give people the chance to pick up and immediately begin moving
toward their future. Letting people go on a Friday afternoon, for example, is a terrible
idea. Employees have all weekend to stew and won't be able to do any job-hunting until
Monday morning.
29. Exit interviews can also be useful, but may best be performed by a third-party firm.
Employees can provide valuable information that they might not be willing to share with
an insider. Make sure that they're asked: "How do you feel the layoffs were handled?"
This will help them vent and may also reveal important tips to make the process a little
less painful.
Page | 46
30. After a morning of layoffs, no one is in an emotional state to work. Give people the space
to deal with what just happened. Accept that you'll lose (at least) a day of productivity,
and do whatever it takes to help people cope with their emotions quickly.
CEOs: Be front and center
The CEO must be there for the managers as well as the terminated employees.
31. In contrast, another CEO helped his managers by giving them his prepared, written
statement to read. It covered the relevant facts, including logistics concerning health
insurance and other benefits, and outplacement options.
32. Support survivors, too
Employees who survive the layoffs will struggle with doubts about the company's future.
They want to know how their jobs will change. Will they now be expected to do their
jobs plus the jobs of their ex-coworkers? Or will their goals be changed accordingly?
What is the precise state of the company financially? Are further layoffs imminent? Their
doubts will begin with their own roles and expand outward to their teams and to the
company as a whole. You must address each level of concern with as much rational
discussion as possible.
33. To ensure objectivity and avoid wrongful termination suits, employers must have a valid
reason and document it before approaching employees
34. Hospital layoffs and job losses are officially a reality. While the healthcare industry still
continues to show a net monthly increase of jobs industry-wide, job losses are now
impacting hospital employees.
35. The U.S. Dept. of Labor's Bureau of Labor Statistics reported that as of Nov. 30,
2008, 107 hospitals had reported mass layoffs, defined as 50 or more unemployment
claims filed against one company at one time. That was the highest yearly number
since the bureau began keeping these statistics in 1995, surpassing the previous high
of 100 mass layoffs during 2003.
36. There were 58,000 layoffs in the healthcare field in 2009 nationwide.
37. Aurora just laid off 40 % of their communication department statewide.
38. Hospital downsizing usually begins with hiring freezes.
39. The first departments that usually are affected by layoffs are the IT departments.
40. The next group to usually get laid off is middle management.
41. Part of the problem is that the declining economy is forcing people to delay medical
procedures and the lack of income is affecting the medical field.
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42. Oct 3, 2009 85 employees at a Winnebago health center were laid off.
43. The best warning signs can be seen early by observing the competition.
44. Nurses are less prone to layoffs.
45. People need to try to avoid taking getting laid off personally.
46. “Mass layoffs are defined as at least 50 job losses from one employer;”
47. Ten mass layoffs occurred in hospitals in September.
48. Cobra is a relatively expensive, temporary solution to losing your health insurance due to
losing your job.
49. Primary doctors are expected to keep healthcare costs down by doing their best to keep
their patients out of hospitals.
50. Healthcare jobs are normally seen as being the ones that are safest from layoffs.
51. The unemployment raised to 10.2 percent in September, the highest since 1982.
52. The number of future job cuts that are expected have dropped to by 16%.
53. Johnson and Johnson expects to lay off 7 percent of its work force which equals 8,190
jobs.
54. Johnson and Johnson hopes to save $1.4 to $1.7 billion by the year 2011 with the cuts.
55. A lack of significant new drugs is also having a negative impact on the healthcare field.
56. There are four major hospitals in the Green Bay area. They are Aurora BayCare Medical
Center, St. Vincent’s, Bellin Memorial and St. Mary’s.
57. There are over 6,500 hospitals in the United States. Most of which are “general”
hospitals.
58. More than 1,000 hospitals in the United States are “specialized” hospitals for a particular
disease or age group.
59. A voluntary hospital is a nonprofit community facility operating under religious or other
voluntary auspices.
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60. Proprietary hospitals are commercial establishments. They are profit-making institutions.
Proprietary hospitals are owned by corporations or, less often, by individuals such as
doctors who practice at the hospital.
61. Government-supported hospitals, like all tax-supported institutions, sometimes have to
curtail services when budgets are cut.
62. According to federal data, 60 percent of the nation’s 3,400 hospitals are 501(c)3 nonprofit, 23 percent are for-profit hospitals and 17 percent are run by counties, state or
federal government and account for 31 percent of total U.S. health care costs.
63. Those costs are projected to increase to 39 percent by 2017.
64. According to the American hospital directory, an information service company that
compiles data on all hospitals, 77 percent of “non-profit hospitals” in the United States
are profitable, compared to 61 percent of “for-profit hospitals.”
65. A 2006 Congressional budget report said non-profit hospitals receive an estimated $12.6
billion in annual tax exemptions on top of the $32 billion in federal, state and local
subsidies they receive each year.
66. The non-profit is supposed to provide a “community benefit,” a loosely defined IRS
requirement that’s intended to provide a charitable return back to the community.
67. Approximate number of those employed in Healthcare in the U.S.
68. Nurse’s average annual income in an ambulatory care center (hospital) is $44,000.
69. Nurse’s average hourly pay by specialty:
70. Medical and health services managers held about 262,000 jobs in 2006. About 37 percent
worked in hospitals, and another 22 percent worked in offices of physicians or in nursing
and residential care facilities.
71. Employment of medical and health services managers is expected to grow 16 percent
from 2006 to 2016.
72. Median annual earnings of wage and salary medical and health services managers were
$73,340 in May 2006. The middle 50 percent earned between $57,240 and $94,780.
73. Health Service managers in hospitals make the most median salary in May of 2006 was
$78,660.
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74. If employees are part of the decision-making process and perceive their participation as
important, they will be more supportive of the company after the layoff.
75. Positive post-downsizing attitudes are attributed to the vital role that employee
involvement played in the downsizing process itself (planning, implementation, and
recovery)
76. Mental and Physical Health. Many terminated workers suffer changes in their mental
health. They may experience a high level of depression, anxiety, stress, and loss of selfesteem and identity.
77. Physical health complaints are most prominent during the period of anticipation.
78. Managers must provoke strong commitment (loyalty) from employees and ensure that job
satisfaction stays high. The negative effects of downsizing can be reduced by (1) treating
employees fairly, (2) communicating to employees clearly and politely and (3) carrying
out personnel cuts ethically.
79. In studies of perceived fairness in a laboratory setting, researchers discovered that
survivors of a layoff were most disaffected when they felt that those laid off were not
compensated fairly, or were unfairly let go.
80. The results of another study involving 600 surviving employees of a retail chain that had
just undergone layoffs show that perceived fairness had a positive, direct relationship on
the attitudes of the remaining employees
81. When considering fairness, both distributive and procedural justice are important
(Cropanzano & Folger, 1991). Distributive justice is related to what is decided, whereas
procedural justice is related to how decisions are made.
82. It has been found that communications, particularly between supervisor and subordinate,
have a direct, positive relationship to employee job satisfaction and organizational
commitment.
83. Positive, intergroup relations between managers and their supervisors have a positive
effect on manager involvement, organizational trust, and organizational commitment. As
employees become more involved with their supervisors, trust levels grow.
84. Communication and interaction between manager and employee can promote loyalty and
trust and increase job satisfaction.
85.
Relationship between management's explanation for a layoff and the surviving
employees' attitudes toward the company and found that a clear, straightforward
explanation had a positive effect on survivor attitudes.
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86. Management communication styles had varying degrees of impact on employee
satisfaction. As management communication became more employee-centered, employee
satisfaction and organizational commitment rose.
87. Managers also need to communicate with the laid-off employees and treat them with
respect.
88. Following Churchill's argument that, "If you have to kill a man, it costs you nothing to be
polite," Folger (1995) called this the "Churchill effect." Treating the employees with
respect and talking to them politely costs nothing even though the end results may be
exactly the same. When employees are treated with respect, they are less likely to be
angry at the manager and the company and to retaliate.
89. Sutton, Eisenhardt, and Jucker (1986) developed an eight-step strategy for downsizing
after studying the organizational decline of the Atari Corporation from 1976 to 1984.
They provide the following steps:
90. Be fair in implementing layoffs; spread layoffs throughout the organizational ranks, not
just among lower-level employees.
91. Allow employees to leave with dignity; if possible, allow them. to leave of their own
accord.
92. Help those displaced find new jobs.
93. Avoid belittling laid-off employees.
94. Be cautious when hiring outside executives as they may not be sufficiently
knowledgeable of the industry to help the company.
95. Keep employees informed about the company's goals and expectations.
96. Set realistic expectations; executives must be optimistic but realistic.
97. Use ceremonies to reduce anger and confusion - to convey to employees what is going
on.
98. Skills and positions crucial to the company's future must be identified.
99. The groups affected by the organizational change should be determined based upon the
outlook for the company.
100. Placement opportunities for laid-off employees should be attempted to soften the impact
of downsizing.
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Appendix C
Phil's area of improvement:
1) Should have addressed "why me, why not me?" in the presentation. Employees staying with
the hospital will want to know why they are staying, and employees leaving will want to know
why they were chosen to do so.
2) Employees staying with company will wonder if their position is safe. Should have addressed
this issue.
3) What's the plan for those employees not getting laid off? Should have addressed this.
Phil’s positives:
1) Sexy agenda.
2) Research was great-especially 60 days layoff notice fact.
3) Great use of models-especially Kübler-Ross.
4) Great that we interviewed actual people and applied the findings in the presentation.
5) Core message was great.
6) Q and A portion done very well.
7) Speakers were excellent.
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Appendix D
Timeline of Layoff Procedure
Nov. 9 – Inform Department
Heads
Nov. 10 – Announcement of
Layoff
Nov 11. – Counseling
Begins/Outplacement Services
Office Opens
Nov. 18 – First Job Fair
Dec. 7 – Résumé Workshop
Dec. 9 – Second Job Fair
Dec. 15 – Options Open
Dec. 18 – Third Job Fair
Jan. 6 – Final Job Fair
Jan. 11 – Exit Interviews Begin
Jan. 15 – Layoff Day
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List of Resources – Outplacement Services
Sheppard Stanley
Director of Outplacement Services
Phone: (920) 111-8762
E-mail: tstanley@hospital.net
Stanley Marks
Job Fair Coordinator
Phone: (920) 111-8768
E-mail: smarks@hospital.net
Louise Wyatt
Counselor
Phone: (920) 111-8713
E-mail: lwyatt@hospital.net
Wyatt Hillary
Exit Counselor
Phone: (920) 111-8788
E-mail: whillary@hospital.net
Mark Shelby
Counselor
Phone: (920) 111-8773
E-mail: mshelby@hospital.net
Hillary Sheppard
Options Counselor
Phone: (920) 111-8744
E-mail: hshepard@hospital.net
Shelby Lewis
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Résumé Specialist
Phone: (920) 111-8789
E-mail: slewis@hospital.net
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