![]() ![]() But Deb’s story brought the whole experience flooding back. Post-pandemic we relocated permanently to Chapel Hill, NC to be closer to him, and his health conditions improved, allowing our lives to normalize somewhat. When the pandemic hit shortly afterward we decided to stay in the OBX indefinitely to support my father-in-law, who had several serious health issues and was very much at risk. My wife and I took the next 2 weeks to sort out funeral arrangements, execute the will and dig the house out from a lifetime of clutter. In many ways our family still hasn’t gotten over that shock. ![]() My wife was a rock until we hit the interstate, then she broke down just like Deb had. I raced home, helped my grieving wife pack up our bags and 3-month old daughter and drove 8 hours from NYC to my in-laws’ place in the Outer Banks of North Carolina. I remember feeling numb as I told my team I’d just learned of a death in the family and would need to end the meeting. On the very day I returned from parental leave at McKinsey almost 4 years ago, I was leading a team meeting when my wife called, tearfully informing me that her mother-in-law had suddenly passed. Deb was clearly devastated, just trying to get through the day. The death was unexpected, and my heart completely went out to her. I just found out an hour ago that my sister passed.” “Uh-oh, Deb, you don’t sound happy! Let’s hear the bad news.” I’d built a nice rapport with her by then though, so I tried to make light of it. I’d just interviewed with a company and felt it went well, but it’s been a very tough job market, so when I saw the headhunter’s number on caller ID, I tensed. Layoffs.fyi - Tech Layoff Tracker and Startup Layoff Lists (Raise your hand if you *don’t* think another global pandemic could happen in the next decade.) ![]() If we don’t become a more #agile workforce now, we’re doomed to repeat our mistakes and sooner than you may think. ![]() Every organization needs to be thinking about this, though. Wouldn’t redeploying underleveraged recruiters into HRBP, Learning, Finance or Ops roles have been better than letting so many go?Ĭriminy, I’m sure you all can come up with better ideas (please share if you can). They also create work variety, promote loyalty, broaden networks, increase retention and sharpen secondary skills, making the workforce more fungible. Programs like these enable companies to get more done while hiring less. Client-facing consultants can similarly try out roles in talent, finance, marketing or ops if they’re burning out on the road. #mckinsey has rotational programs that allow talent function professionals to try out other disciplines for a few months. A rigorous, fair and unbiased selection process is easy, cost-effective protection from this kind of waste.ģ. A single exec mishire can easily cost millions of USD. Tally up the cost of hiring, onboarding, training and paying an employee terminated after less than a year, plus those same costs for a replacement and the total is staggering. Let growth follow revenue, versus the other way around.Ģ. Better to be slightly understaffed than at all overstaffed. Short-term profits make shareholders happy, but overhiring hurts everyone long term. For example, here are 3 simple ideas from my own simple brain:ġ. Are we just going to repeat this crazy cycle again? Have we learned anything?Īt minimum let’s plan growth more carefully. Still.)įor the love of Pete, please can we #bebetter? Once the economy stabilizes profitable companies will rush to rehire #recruiters they fired. (Yes, there are now other economic headwinds blowing - Ukraine, inflation, gas prices, etc, etc, etc. Now thousands of jobs are cut each week because we failed to predict e-commerce would crash when workers went back to the office. And who could have then predicted that overworking every employee in the US could cause The Great Attrition, right? This on the heels of every US employee nearly burning out in 2021 because no one predicted the pandemic keeping people at home would accelerate e-commerce. So far in 2023 we’ve laid off nearly *two Metas* in the tech sector alone, and it’s only March. But how can we have planned so badly that 153K+ tech industry employees (per ) have been #laidoff already in 2023? There were only 161K layoffs in tech *in all of 2022.* For context, #meta finished last year with ~86K global employees. For crying out tears, many companies can’t *track existing headcount*, let alone forecast demand. Yes, headcount forecasting is complicated. Talent, Finance & Biz #leaders, please #bebetter. ![]()
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