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For Immediate Release
April 12, 1999
Downzings, mergers, reengineering are all common terms in today's
business world. According to the American Management Association,
between one third and one half of medium and large sized firms in
the US have downsized every year since 1988. The Wall Street
Journal says corporate reengineering could eliminate between 1
million and 2.5 million jobs a year. But what happens to the
employees who survive the layoffs and mergers?
Career Management International (CMI), a Houston based human resources and consulting firm, says according to their personality preference profile assessment tool, "Kingdomality"Æ, all folks are divided into four groups: Helpers, Challengers, Maintainers, and Explorers. As expected, each type reacts differently to "changes in the Kingdom". Helpers tend to identify with the "victims" of the layoffs and internalize their stress, thereby increasing their own stress. It is helpful to advise Helpers that the company still cares about employees, but that it is a business and must be profitable. Helpers can provide support to remaining employees, but should not dwell on "the good old times". Challengers want to know that the layoff was analytically thought out and that the results will be effective for the company. Since Challengers are naturally competitive, their stress levels may rise as they will want to impose the new rules and gain control as quickly as possible. They need to be given the room to act independently to move the business forward to meet the challenges of the new corporate culture.
Maintainers who don't like any type of change are apt to be highly stressed and confused as they await new instructions and attempt to maintain the status quo in a different environment. Providing them with a realistic view of the new work environment and assisting them to construct new parameters and guidelines for themselves is essential for their success. Explorers are more receptive to change and will not understand those people who were let go who don't perceive the layoff as an opportunity to find a better position. They may even complain that they were not let go! The Explorers may take this opportunity to break previous employment contracts and remake company policies. Explorers should be allowed to share in the creation of new paths for the organization. Presenting this as an opportunity for them to be "trailblazers" will keep them interested and actively on the team.
Career Management InternationalÆ (CMI) is celebrating its 23nd year of business. CMI is a full service counseling and consulting firm which provides outplacement, career alignment, outsourcing of human resources functions and school to work programs as well as training and career development services. CMI is headquartered in Houston, Texas with offices throughout the country. All CMI counselors are licensed and hold Masters or Doctorate degrees in human behavior.
Career Management International, Inc. is a provider of human resource services including outplacement, relocation counseling and facilitation, employee assistance programs, management interventions and team building. CMI recognizes the substantial corporate investment in human capital and delivers effective programs required by businesses to maximize the return on that investment.
Founded in 1976, CMI is headquartered in Houston and has offices throughout the United States. A woman owned company, CMI focuses its creative energy to provide customized solutions to current business problems.
