Management Challenges

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Client Experience:
Profiles International’s Client of the Year in 2001 was Atlanta-based John H. Harland Company (NYSE:JH), a leading provider of software and printed products to the financial and educational markets. Harland Financial Solutions, Inc., a wholly owned subsidiary, supplies software and services, including customer relationship management, deposit and loan origination, host processing and mortgage services to thousands of financial institutions of all sizes. Harland’s printed products offerings include checks, direct marketing and financial forms. When the Dallas facility of company faced the challenge of converting to an all-digital system, they called on Profiles International for help. The company, best known for printing checks, wanted to know how to reallocate their human resources most effectively as they revolutionized the way they did business. click here to read more

On Talent
"My main job was developing talent. I was a gardener providing water and other nourishment to our top 750 people. Of course, I had to pull out some weeds, too."
Jack Welch

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Managing Corporate Downsizing or Layoffs


Corporate downsizing or laying-off employees is one of the most difficult business situations to manage. If you are considering or implementing a workforce reduction, then you’re probably asking yourself questions like these:

Future Conditions
  • How must the company change to adapt to the current and future business environment?
  • How can we prevent the reasons for this downsizing reappearing later?
  • How well suited are our sales and customer service staff to the future reality?
  • What will the future staffing requirements be and how can we reduce hiring errors when we are ready to hire the additional people?
Current Reality
  • How will we decide what positions and employees to cut and when?
  • How much “corporate learning” and expertise will we lose and how can we minimize the losses?
  • How well will our remaining people be able to handle the current workload?  Are they well suited to the new roles and challenges?
  • If challenged, how can we defend non-seniority based termination decisions?
  • How will we select compatible team members as we form new workgroups?
  • Do our managers have the resources and skills needed to coach and manage the remaining staff through the inevitable post layoff turmoil?
  • How can we minimize the adverse effects of downsizing on employee morale?

To Make Good Decisions, You Need Good Information.

Decisions about people in the workplace involve making forecasts of future job performance. This already difficult task is made even tougher when the job, the work environment and the co-workers are all changing rapidly. Fortunately, there are management tools available to predict how well someone's behavioral traits, interests, thinking and learning style matches a given job profile. The success of any workforce realignment can be greatly improved by factoring this additional information into your decisions.

The good news is that you don't have to spend a lot of money to get the data, the payback calculations usually make it a "no-brainer," and it won't cost you a dime to learn more.

You can easily test drive the predictive tools that we have available. These resources will help you make insightful “people decisions" before, during and after a restructuring.  Contact Chris Gatenby at (904) 213-0829 for more information without cost or obligation.

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