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公司重組時如何保住飯碗
Reorganizations grab fewer headlines than job losses, but they are common in a recession, and often precede or follow layoffs. And they can be as just as disheartening. It can be difficult to figure out where you fit in as management changes are made, new work groups are formed, and you find yourself working for a new boss. To survive, you'll need to adapt, while also assessing the future of your job.
Make the most of the first team meeting.
'Be bold,' advises Jay Gaines, an executive recruiter in New York. Ask for details about your new manager's priorities, what he or she plans to keep or change in the department, his or her preferred style of working and communicating, and whether cost cuts are part of the changes. The more you ask, the more forthcoming others will be with their own questions -- and the more information the team will have.
Do a self-assessment.
Think about what you have to offer to the new team and its leader, advises Licia Hahn, an executive coach in New York. What skills have you been using that will continue to be valuable? And what new skills or expertise do you need in order to be more valuable? 'You need to be flexible and nimble in this economy,' Ms. Hahn says. 'If the thing your boss needs most isn't your favorite thing to do,' adjust your attitude and do it -- and well -- for now.
Schedule one-on-one time.
Sit down with your new boss as soon as possible 'and treat that first meeting like a job interview,' Ms. Hahn advises. 'Show them everything you've done in your career so far' and point out what you have to offer in support of the new agenda. Ask the boss about his or her priorities for you. Offer to be available should the new boss have questions about the group or projects, and if you've already been through a few reorganizations, what has and hasn't worked in the past. 'Being the boss's right hand in this way earns huge brownie points,' Ms. Hahn says. Just be careful not to alienate your peers, say, by talking down their pet projects.
Ask the tough questions.
If your gut instinct -- or the water cooler talk -- tells you that layoffs are coming, both Ms. Hahn and Mr. Gaines advise summoning up the nerve to ask whether you will have a job in the new organization and whether your role will be vital or marginal. While an unwelcome answer might be stressful, knowing what's coming will give you time to plan, negotiate severance and seek out other opportunities.
Accept the new reality.
'There's often what I call the Dilbert effect after a restructuring,' says career coach and author Marshall Goldsmith. 'People sit in their cubes and complain about how stupid the people in charge are.' But adapting to the new way of doing things 'is the best way to keep your job these days,' Mr. Goldsmith says. He suggests thinking of your new boss, his boss, and so on, as your customers. 'You learn to make peace with your external customers' quirks and you need to do the same with your internal customers.'
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重組不像裁員那樣會引來媒體爭相報導(dǎo)，但在衰退時期，重組也很常見，而且通常重組前后都會伴隨著裁員。重組也一樣會影響士氣。隨著公司管理層調(diào)整、組成新的工作團隊，你發(fā)現(xiàn)自己的老板也換了人，這個時候往往難以找準自己的位置。要想幸存下來，你就得適應(yīng)，同時還得對自己的工作前景進行評估。
充分利用第一次團隊會議的機會
在紐約從事招聘業(yè)務(wù)的基恩斯(Jay Gaines)說，一定要大膽。向新經(jīng)理詳細詢問優(yōu)先任務(wù)，他或她想在部門中保留或變革哪些東西，他們喜歡什么樣的工作及溝通方式，以及他們的變革計劃是否包括削減成本。你問得越多，其他人也就會提出更多的問題，這樣整個團隊就能獲得更多信息。
進行自我評估
在紐約從事管理培訓(xùn)的哈恩(Licia Hahn)建議說，想想你能為新團隊及其領(lǐng)導(dǎo)者提供什么。你有哪些依然會有價值的技能？要讓自己更有價值，你還需要些什么新技能或知識？哈恩說，在當前的經(jīng)濟環(huán)境下，你得靈活機智。如果你的老板最需要的東西不是你最喜歡做的，那么，眼下就調(diào)整自己的態(tài)度去做，并且做好。
找個時間單獨跟老板談?wù)?/P>
哈恩建議說，要盡快跟新老板坐下來談?wù)�，而且將這第一次會面當成求職面試來對待。向他們展示你迄今為止的職業(yè)成就，并指出你還能為新的工作計劃做出什么貢獻。問問老板對你有什么安排。讓老板知道，如果他／她對團隊或項目有任何疑問，你都愿意幫忙，如果你已經(jīng)經(jīng)歷過重組，不妨向老板提供有關(guān)過去重組得失的建言。哈恩說，通過這種方式成為老板的得力助手會為自己大大加分。不過要注意不要影響與同事的關(guān)系，比如說貶低他們鍾愛的項目。
問一些尖銳的問題
哈恩和基恩斯都建議，如果本能或是小道消息讓你得知即將裁員的消息，你就得鼓起勇氣問老板，重組后公司里還能不能有你的位置，或是你的職位會很重要還是無足輕重。雖然不愉快的答案可能讓人產(chǎn)生壓力，但知道將會出現(xiàn)什么情況能讓你有時間計劃、跟老板談遣散費并尋找別的機會。
接受新的現(xiàn)實
職業(yè)培訓(xùn)專家、作家戈德史密斯(Harris Goldsmith)說，重組后常常會出現(xiàn)我稱之為迪爾伯特(Dilbert)效應(yīng)的現(xiàn)象，人們坐在自己的格子間里，抱怨主管有多蠢。但在當前形勢下，適應(yīng)新的工作方式才是保住飯碗的最好辦法。他建議將新老板、老板的老板等等都想成是你的客戶。你學(xué)過遷就外部客戶的怪癖，對于公司內(nèi)部的“客戶”，你也應(yīng)該報以同樣態(tài)度。
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