Reduction in Workforce
- Submitted by: ce4life
- Views: 851
- Category: Other
- Date Submitted: 01/29/2010 01:38 AM
- Pages: 3
- Report this Essay
Reduction in Workforce
Brenda J Callahan
MBA/560
February 11, 2008
Reduction in Workforce
Fast Serve Inc. a $25 million organization with employees 350 people specializes in the marketing of branded sports apparel. Fast Serve launched two online marketing and distribution channels to capture the attention of Generation Y. The launching of the websites forced about ten percent of the workforce to move to online distribution.
Just as with any other business venture there are some risks. Fast Serve experienced risk in the very beginning, there technology began to pose problems and became cumbersome from buyers to download. Generation Y was not making enough transactions for the technology to be viable. As a result of this issue Fast Serve decided to move away from the online business.
Moving away from online caused Fast Serve to downsize on employees. A few employees would be retained with new job descriptions and others would be released. The management team of Fast Serve has to decide what employees would be the best asset to the organization and inform the employees of there decision to retain or release them as soon as possible. After careful review of the simulation it is in the best of the organization to release Brian Carter, Jenny Mills and Sarah Boyd.
Brian Carter is very knowledgeable of his work, but his has experienced several absences due to a debilitating injury. Brian in a contracted employee with extensive experience in this field. Fast Serve is willing to offer his outplace support to aid him in this release. There are no extenuating regulatory circumstances that would affect the decision to terminate him.
Sarah Boyd has been a loyal employee of Fast Serve for the past 15 years, in spite of her average skill set. She serves as a senior team member and is the only full-time employee recommended for release. Ms. Boyd should be informed by her direct supervisor that layoffs in the dispatch are...
Brenda J Callahan
MBA/560
February 11, 2008
Reduction in Workforce
Fast Serve Inc. a $25 million organization with employees 350 people specializes in the marketing of branded sports apparel. Fast Serve launched two online marketing and distribution channels to capture the attention of Generation Y. The launching of the websites forced about ten percent of the workforce to move to online distribution.
Just as with any other business venture there are some risks. Fast Serve experienced risk in the very beginning, there technology began to pose problems and became cumbersome from buyers to download. Generation Y was not making enough transactions for the technology to be viable. As a result of this issue Fast Serve decided to move away from the online business.
Moving away from online caused Fast Serve to downsize on employees. A few employees would be retained with new job descriptions and others would be released. The management team of Fast Serve has to decide what employees would be the best asset to the organization and inform the employees of there decision to retain or release them as soon as possible. After careful review of the simulation it is in the best of the organization to release Brian Carter, Jenny Mills and Sarah Boyd.
Brian Carter is very knowledgeable of his work, but his has experienced several absences due to a debilitating injury. Brian in a contracted employee with extensive experience in this field. Fast Serve is willing to offer his outplace support to aid him in this release. There are no extenuating regulatory circumstances that would affect the decision to terminate him.
Sarah Boyd has been a loyal employee of Fast Serve for the past 15 years, in spite of her average skill set. She serves as a senior team member and is the only full-time employee recommended for release. Ms. Boyd should be informed by her direct supervisor that layoffs in the dispatch are...