360 Degree Feedback and Strategic Redundancy versus Downsizing
To be effective at performing a task, you need prerequisite knowledge and experience. Oftentimes, people get knowledge from class through education. You become a doctor by gaining knowledge in medicine while lawyers spend their early years studying law. In this article, we shall use a case study of Vesna, who has relevant skills to do a job but lacks the slightest experience to perform her duties. She lacks the understanding of practical aspects of 360-degree feedback, strategic redundancy and downsizing. This turns out to be her greatest challenge to confront in her career.
360 degree feedback encompasses systematic collection of one’s performance based on how they carry out certain tasks. It measures a person’s ability to achieve set goals by performing their duties correctly. In this case study, it is assumed that the management has identified Vesna’s specific incompetence at her place of work through employee assessment. The only way to solve this is for her to understand the application of 360 degree feedback at her place of work. This is based on the fact 360 degree feedback will link her behavior to the performance of the company. It will also enlighten her on how other people including her boss, colleagues and customers view the application of such behaviors at place of work.
According to Vesna, 15 out her 50 employees were redundant. Redundancy refers to where an employer lays off his employers when the position they hold in the organization cease to exist. However, any employer who adopts this must have justifiable reasons of laying off workers. Emphasis has to be on the position held by the employee and not the employee himself. A case where an employee is fired because of performance becomes a legal issue and not an issue of redundancy. Normally, employees do not become redundant; it is their position in the company that no longer exists. In most cases, employers, including governments talk of retrenchment whenever they send off their employees because of redundancy.
On the other hand, downsizing lacks a precise definition. It is sometimes a set of activities undertaken by the management with an aim of improving the productivity and competitiveness of the company in the company. Others describe it as simply cutting down the size of the firm by reducing the number of sectors, or employees. You can reduce the number of employees through redeployment, early retirement and layoffs among others. Moreover, a company may opt to reduce its management units or sectors, through outsourcing. Here, it hires individuals to perform certain tasks only when there is need. Before downsizing, it is important to consider a number of factors like the company’s competitive position in the market. Besides this, you should understand the most appropriate labor force structure to augment sustainable performance.
Above all, it is paramount to acknowledge the essence of leadership in any organizational performance. Normally, the performance of an organization by far depends on its management. Even though there are several of approaches of streamlining the performance of a firm, leadership based performance is highly recommended.
For example, in this case, it is Vesna’s lack of experience in handling the department, which turns out to be her weakness. She can however align her performance with business strategies in order to remain relevant in her position. To achieve human and organizational results, she has to consider various management strategies. Apart from these strategies, 360 degree feedback is an appropriate tool for Vesna to apply to evaluate her employees and establish their performance abilities and weaknesses. However, she should carry out this by working closely with the human resource department. She should take other management measures to enhance high productivity and competitiveness instead of resorting to redundancy.