After the Layoffs, what next?

By Suzy Wetlaufer
Sravya Reddy D.R 21015
Alpha Rani Kachhap G 21016
Group III-HRM G Sai Teja
Greeshma Sharath
21017
21018
Hiranmayi N.M 21019
Jack Cherian 21020
Jeffy Sharine E 21021
 Roles

Delarks – Chicago based Departmental Store

Harry Denton – CEO of Delarks

Liz Gracia – Director of sales associate

Thomas Wazinsky – Head of HR

Rachel Meyer – Former head of merchandising

 CHALLENGES FACED EXTERNALLY AND INTERNALLY

• Lack of two-way communication between management and employees

• Profit at the expense of losing valuable employees is not advisable
• Initially the stakeholders and the shareholders should have addressed the
internal problems to the CEO
• As the employees very closely knit the downsizing of one employee led other
employees to quit
• Experienced employees voluntarily left the organization due to lack of trust
and motivation
• The layed off employees must have questioned the authorities before they
accepted to resign
 RECOMMENDATIONS

• As a CEO, Harry had to know the organization’s culture before making

decisions.
• Harry was unaware of the consequences that would affect the
organization.
• Downsizing the employees based on their performance criteria.
• Problems in the management must be addressed the account of the
employees.
• Giving honorable exits to employees.
 CONCLUSION

Employees are more than just numbers. While considering change one must
keep in mind that the benefits and drawbacks of decision making,
possibilities must be properly evaluated.

The HR department should act as a policymaker and a role advisor, removing

the non-performers.
THANK
YOU