Coached by an outplacement firm, Mr. Johnston devised a rigorous 50-day schedule to prepare for the job losses. During that time, he and other top executives at the McLean, Va., information-technology concern learned how to break the news gently and deal with layoff victims' emotional reactions. Getronics also substantially increased severance pay and made sure the cuts wouldn't disproportionately affect minorities and women. Getronics's efforts represent a sharp contrast with corporate practices during the downturn of the early 1990s. Back then, many employers slashed jobs across the board, provided skimpy severance pay and gave laid-off workers scant warning.
Some businesses still take that approach today.
But now, amid daily announcements of major corporate cutbacks, more companies are trying to show sensitivity as they eliminate jobs. The tight labor market is a huge factor. Realizing they may need to hire again soon, bosses want to retain the loyalty of those staffers who are left behind. N.C. Some concerns help laid-off staffers by reaching out to their communities. Motorola Inc., which is eliminating 2,500 of the nearly 5,000 jobs at its Harvard, Ill., plant, has teamed up with the local economic-development committee to find job leads for affected employees.