Agilent Technology Layoffs

Cheryl Ways, a 30 year old IT professional, took a call around 9 pm on October 1st, 2001, from her husband. He complained about her still being at work, being that all of her coworkers were gone, and her husband wanted her to come home for family time. being that all of her coworkers were gone, and her husband wanted her to come home for family time. 

Cheryl was told three weeks ago that she was one of the 8000 Agilent staff who would be getting laid off. Agilent was a spinoff of Hewlett-Packard, and upper management had sent emails and openly acknowledged that downsizing went against the embedded HP way of caring for staff. 

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Faced with a 23% decline in sales, Agilent tried other solutions to fix their problems, before layoffs were ordered. They put a 10% pay cut on employees, reduced external consultants and hiring’s and calling on staff to limit travel and other discretionary spending. other discretionary spending. 

Despite laying off 8000 workers (20% of their workforce) in 2001, the company was still listed #31 on fortunes 100 best companies to work for. The CEO had clear lines of communication to all staff members and anyone who was being laid off, would be spoken to by high end managers. All of these high end managers would have training on how to deliver the bad news. high end managers. All of these high end managers would have training on how to deliver the bad news. 

VP of HR Karen Scussel, advised that the main thing that the company wants to do is keep the communications open. We keep talking about what we believe in, what our core values are. Employees have come to believe in our purpose. Cheryl took this to heart and worked as hard as she could until she was laid off. She wanted to leave her job in the best possible way. Scussel, advised that the main thing that the company wants to do is keep the communications open. We keep talking about what we believe in, what our core values are. Employees have come to believe in our purpose. Cheryl took this to heart and worked as hard as she could until she was laid off. She wanted to leave her job in the best possible way. 

The company continued to decline in sales and profits and more layoffs occurred than first thought. Overall 15000 people lost their job at Agilent. The company put in place training in communication practices, sent 3000 managers to an outplacement firm to hone their skills in how to let people go, worked on communication with customers as to how the company was adding value for them, and continued open line communication with employees about any layoffs or changes. Compose a case study about how Agilent dealt with the downsizing. Be sure to include how good were their communication process for dealing with downsizing? How does getting employees to buy in help with the process of downsizing? What did Agilent do right to be ranked 31 best company to work for even during the tough years? Are there any other strategies management could have used when downsizing? study about how Agilent dealt with the downsizing. Be sure to include how good were their communication process for dealing with downsizing? How does getting employees to buy in help with the process of downsizing? What did Agilent do right to be ranked 31 best company to work for even during the tough years? Are there any other strategies management could have used when downsizing?

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