Downsizing for Survival (Part III)

Do You Really Need So Many Managers?

Many businesses are so top heavy you think it’s a comedy.  Considering how much more a manager makes compared to an employee, getting rid of as many as you can is a real savings.

For example;  at this supermarket there is the Manager, supported by two Assistant Managers. There are six Supervisors, each with an assistant, but only six cashiers.

Shoppers are lined up to the far wall. Some have walked out in disgust.

This is a failing business.

It may survive by being the only Supermarket in five miles.

It may survive because it ‘owns’ the plaza and the rentals are keeping it afloat.

But it is failing.

Customers who have the option will shop elsewhere. They will only use this supermarket as one would a corner shop, that is, if they need a  loaf of bread.

But the major of weekly or monthly purchases are done elsewhere.

That is because no one wants to stand on line seeing a bunch of self-important ‘managers’ strolling about.

Many businesses think by making a worker a ‘staff’ member they save on ‘overtime’ but they can save on salaries by stripping their staff to the bone, making sure everyone is actually working.

There should be only one manager, one supervisor, and an assistant, and all three should be active, not sitting in the office unless they are actually doing accounts, or handling complaints, processing cheques, etc.

Going from the top down in a downsizing exercise is how it should be done.

And doing it this way will gain the trust and loyalty of the workers.

Employee Dissatisfaction

You can’t tell, in most cases, by simply looking at the Staff that they hate their job.

Many people are working here because they have no choice, at the moment.

As soon as they get choice or can’t take another minute of the Boss From Hell they are going through the Door.

They don’t trumpet their discomfort or hatred or annoyance. They go day to day until they reach their limit.

As most bosses don’t realize this, the second there’s the chance for Voluntary Resignation everyone races to the exit.

To learn this before beginning any exercise is vital.  This is why before thinking of a Voluntary Redundancy Program, interviewing the staff in a casual setting may reveal problems you never knew existed.

One has to be ‘hands on’ or at least, hire a Troubleshooter who can report back.

Of course, as all Business Troubleshooters know, the Owner will often ignore their advice.