By Rick Manning
When faced with actual real cuts in their budgets, managers in either
the private or public sector have some basic priority decisions to
Do you use these cuts as an opportunity to cut the average employees
from your staff with the idea that when times are less lean, you can
replace them with employees with a higher upside?
Do you evaluate programs and eliminate those that are not meeting
expectations, contributing to the bottom line, or are simply “vanity”
projects that fall into the want rather than need category?
Do you cut salaries and benefits across the board in an attempt to
keep your staff intact, knowing that you might lose key personnel who
leave because they have better offers or prospects for growth?
Do you lay off staff for a couple of weeks of unpaid furlough?
One option that few would consider would be shutting down your entire
operation for almost two months, and then trying to restart from
scratch after that length of time.
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