One of the challenges that companies faced in 2009-2010 was having to let go of executives in their organization due to company-wide Downsizing<\/em>. This was mostly done without taking into account a few important points highlighted in our Rightsizing<\/em data-aos=\"fade-up\"> vision. Our suggestion is that companies make these kinds of decisions after taking into consideration additional character dimensions; especially in terms of Values. For instance, is it a good idea to retain a “Key Player” but who is not “married” to the company, or is it better to retain one who does not stand out as much, but is \u201cmadly in love” with the company?<\/p>\n\n\n\n In the current environment, faced with the challenge of maintaining income and ensuring key processes are not hindered, are the individuals evaluated as \u201cKey Players\u201d performing up to the challenge and showing why they have been evaluated in this way? Or are “hidden talents” suddenly emerging? Are those individuals who have not been ranked as “Key Players” demonstrating leadership, proposing ideas, initiative, etc.?<\/p>\n\n\n\n As we know, many companies carried out a rigorous Downsizing in 2009-2010. The result was that 12 or 18 months later they were in the process of rebuilding their functional areas. Under the Rightsizing concept, in case a decision has already been made about reducing overhead, we suggest doing a cost\/benefit analysis that takes into account the cost of such reconstruction and puts a value on the time and effort it will take to recover the experience and talent that will be lost.<\/p>\n\n\n\n2. Cost \/ Benefit<\/h3>\n\n\n\n
3. Outplacement<\/h3>\n\n\n\n