Cheryl Ways and Agilent Technology's Layoffs Case Study

In: Other Topics

Submitted By 4525
Words 873
Pages 4
Cheryl Ways and Agilent Technology’s Layoffs
Cheryl Ways, a 30-year-old IT professional, took a call at around 9 p.m. on October 15,
2001, from her husband, who rang complaining about her still being at work and asking her when she was coming home. Most of her co-workers had already left for the day, but she worked on for another half hour before shutting down her computer and heading out of Agilent Technology’s empty building. What’s remarkable about this story is that
Cheryl had been told three weeks earlier that she was soon going to be laid off. So what was she doing, still working hard for the company putting in long hours just before being finally let go?

Ways was one of 8,000 staff at Agilent Technology who were cut from the firm during 2001 and one of 2 million people throughout corporate America who lost their jobs that year. A technology and electronics manufacturer and maker of measuring and testing equipment, Agilent Technologies was spun off from Hewlett-Packard during
1999. Hewlett-Packard was known for its “precept that workers will give their best if they’re treated honestly and listened to” and this philosophy was emulated by Agilent.
Maintaining an open style of communication through e-mails, meetings, and other media, senior management openly acknowledged that downsizing went against the embedded
HP way of caring for staff.

Prior to commencing downsizing, Agilent tried other solutions to their business woes. Faced with a 23 percent decline in sales, a sharp fall in orders, and a falling share market, the company put in place a pay cut of 10 percent to save costs. This was seen as a temporary measure, with Agilent’s CEO Ned Barnholt predicting a “slow and gradual recovery.” The company tried other cost-saving measures such as reducing external consultants and hirings and calling on staff to limit travel and other…...

Similar Documents

Kasus Cheryl Ways: Strategi Komunikasi Perubahan

...RINGKASAN KASUS Cherry ways adalah salah satu dari 8000 (delapan ribu) staf Agilent Teknologi yang di PHK dari perusahaannya selama tahun 2001 dan satu dari 2.000.000 (dua juta) orang yang kehilangan pekerjaannya dari perusahaan-perusahaan di Amerika pada tahun 2001. Agilent Teknologi dulu merupakan bagian Hewlett Packard yang sekarang telah memisahkan diri pada tahun 1999. Agilent Teknologi merupakan perusahaan teknologi dan elektronik dan pembuat alat ukur dan test. HP diketahui memiliki persepsi kepada para pekerjanya bahwa para pekerja akan memberikan kemampuan terbaiknya untuk perusahaan apabila pekerja diberikan kejujuran dan mereka selalu didengarkan dan filosofi ini ditiru oleh Agilent Teknologi. Mempertahankan gaya keterbukaan komunikasi dengan karyawan melalui email, meeting, dan media lainnya. Manajemen senior secara terbuka mengakui bahwa perampingan karyawan akan berlawanan dengan filosofi HP dalam memperlakukan karyawannya. Ketika perampingan perusahaan dimulai Agilent teknologi mencoba solusi lain untuk mengurangi keadaan buruk yang tengah dihadapi Agilent Teknologi. Agilent Teknologi menghadapi 23% penurunan penjualan, penurunan market share. Menghadapi situasi ini manajemen Agilent Teknologi menghemat anggaran dengan cara mengurangi mengurangi konsultan eksternal dan hingga menyerukan staf untuk membatasi perjalanan dan pengeluaran diskresi lainnya. Meskipun merumahkan 8.000 pekerja (20 persen dari perusahaan) pada tahun 2001, Agilent Teknologi pada......

Words: 844 - Pages: 4

Cheryl Ways

...1. CASE STUDY Cheryl Ways and Agilent Technology’s Layoffs Cheryl Ways, a 30-year-old IT professional, took a call at around 9 p.m. on October 15, 2001, from her husband, who rang complaining about her still being at work and asking her when she was coming home. Most of her co-workers had already left for the day, but she worked on for another half hour before shutting down her computer and heading out of Agilent Technology’s empty building. What’s remarkable about this story is that Cheryl had been told three weeks earlier that she was soon going to be laid off. So what was she doing, still working hard for the company putting in long hours just before being finally let go? Ways was one of 8,000 staff at Agilent Technology who were cut from the firm during 2001 and one of 2 million people throughout corporate America who lost their jobs that year. A technology and electronics manufacturer and maker of measuring and testing equipment, Agilent Technologies was spun off from Hewlett-Packard during 1999. Hewlett-Packard was known for its “precept that workers will give their best if they’re treated honestly and listened to” and this philosophy was emulated by Agilent. Maintaining an open style of communication through e-mails, meetings, and other media, senior management openly acknowledged that downsizing went against the embedded HP way of caring for staff. Prior to commencing downsizing, Agilent tried other solutions to their business woes. Faced with a......

Words: 2151 - Pages: 9

Best Way to Study

...BEST WAY TO STUDY For some time, research studies have concluded that we do not learn / study in precisely the same way. For this brief commentary, I have deliberately grouped both terms as similar. While this common sense approach towards scholarship represents a welcomed message for parents and students, many teachers still teach a large number of pupils one way, more often than not, by using traditional teaching styles that might appear to be successful for the teacher but unsuccessful for a large majority of the youngsters seated in front of them. This is incorrect teaching -- proof that common sense continues to be not all that common within many of today's classrooms. My following commentary attempts to address this key issue, while at the same time, to offer suggestions for possible classroom improvement. If teachers require their students to receive domain-specific information in a way that does not correspond with their dominant learning modalities, to perform under classroom conditions that interfere with their preferred learning, or to demonstrate learning in such a way that fails them to use their more dominant intelligences, then such teachers create within their students forms of artificial stress, reduced motivation, and repressed performance. Along this same line of thinking, there is a considerable body of research evidence suggesting that many special education students who have been formally categorized, for example, as learning disabled (LD) are, in......

Words: 3050 - Pages: 13

Case Study

...Innovation Strategies for the Global Recession A Special Report from Chuck Frey of InnovationTools.com and Renee Hopkins Callahan of Innosight December 8, 2008 Innovating in a Recession   Page 2 Executive Summary As the global economy slowly slides into recession, organizations face new challenges and opportunities. In today's interconnected world, it's impractical for companies to suspend their innovation initiatives until the worst of the storm blows over. To do so is to risk being well behind the curve when the economy does recover, and losing precious ground to competitors who found creative ways to keep their innovation initiatives moving during the darkest days of the downturn. As part of this study, Chuck Frey of InnovationTools and Renee Hopkins Callahan of Innosight recently contacted a diverse collection of innovation experts and practitioners to learn more about the strategies they recommend for maintaining innovation during these challenging times. Respondents include some of the best and brightest innovation authors, bloggers, consultants, and practitioners. In addition, this report includes links to more than 60 examples of recent coverage of this topic in online media and the blogosphere. This collection of resources represents a practical roadmap that your firm can use to help identify opportunities for adapting your innovation initiatives to the current economic downturn. Use this roadmap to help to position your firm to take full advantage of......

Words: 13590 - Pages: 55

Agilent

...AGILENT TECHNOLOGIES INTRODUCTION Agilent technologies is a spin-off from Hewlett-Packard (HP). For the first three to four months after the spin-off announcement, Agilent operated as “NewCo” while the team assessed over ten thousand names for the new company. Finally they ended up with „Agilent‟ partly as a way to remind themselves every day that speed was one of their core values and it was a constant reminder to them and their employees that this was the standard that they had to hold themselves to. The company revealed the new name, logo and tagline “Innovating the HP Way”. Seven months later, on November 1, 1999, Agilent began operating as a separate stand-alone company. On November 18, 1999, Agilent launched its initial public offering, which at $2.1 billion, was Silicon Valley‟s largest IPO to date. From a small garage in Palo Alto, California, to employees around the world serving customers in 120 countries, Agilent has a long history of innovation and leadership in the communications, electronics, semiconductor, test and measurement, life sciences and chemical analysis industries. BIRTH OF AGILENT TECHNOLOGIES Agilent's foundation was laid by two entrepreneurs Bill Hewlett and Dave Packard in the form of Hewlett-Packard, a company started by them to provide test and measurement equipment. HP provides products, technologies, software solutions and services to consumers, small and medium sized businesses and large enterprises, including customers in the......

Words: 2879 - Pages: 12

Layoff

...1. The communication process done by Agilent Technologies in terms of dealing with downsizing is remarkable for me. In my own opinion, they have done exemplary job in dealing with downsizing. They have created a good way of communicating to its employees. It tried to utilize every medium possible to disseminate information regarding the upcoming layoff of employees. AgilentTechnologies used an open style of communication in their office to make the employees aware of what is bound to happen. The company used emails, meetings, and other media. The use of such enable them to think of possible ways in which they can search for potential replacements for their job and to think of ways in which they can get outof the problem, if ever there is a possible way to do so. In fact, even after the lay-off of almost 8,000 employees or 20 per cent of the company’s employees, it was still listed as number 31 on Fortune’s 100 Best Companies to Work For. This goes to show that despite the massive layoff, they still proved their worth as an employer, because they have open communication practices. They do not hide from their employees what their steps towards recovery are. There is a barrage of emails and continuous face-to face meetings with top management to communicate this layoff. In fact, even the Chief Executive Office of the company spoke before its workers to tell them the upcoming massive lay-off. Infosparks, the company’s newsletter did not also to......

Words: 504 - Pages: 3

Case Study: a Perky Way to Productivity

...Case Study: A Perky Way to Productivity Describe the importance of employee benefits as a strategic component of fulfilling the goals of HRM. Employee benefits are the single most important motivator to maintaining an experienced workforce. Longevity of employees in a company contributes to their financial stability. Depending on the company it can make or break obtaining talented employees. While applicants are being interviewed for a job, so is the company. Reports of high turnovers do contribute to missed opportunities in gaining talented employees. The cost of turnover is very high. Salaries that are given to employees are not in the control of HRM, benefit packages are an achievable goal. In any scenario, it is working with what you can control and not focus on what you cannot control leads to success. A creative benefit package can raise morale and give employees the experience of making more. When I talk about my salary, I will say that I am making $5,000 more than what goes into my paycheck. Having an HRM that is creative is why firms have them. The mission of HRM in all firms is not an easy one and they have to constantly stay in touch with the budget. Smart businesses would budget themselves to give HRM as much flexibility to spend as possible. Good strategic planning can ultimately save the company a lot of money. HRM’s ultimate goal would be to accomplish this. The more extrinsic satisfaction the longer employees will feel committed to the work......

Words: 1068 - Pages: 5

Employee Attitudes Case Study

...stock grants to assistant managers as an opportunity to increase earnings during the recession, realizing that some workers may be in a serious time of need and need any extra money they can get. He also lowered sales targets for retail store employees so they can still get bonuses, again, creating the idea that he appreciates and wants to protect the employees that are still with him during the economic downslide. This can also be seen as benevolence, another value included in Schwartz’s theory, as he is being both “helpful and forgiving” towards his employees when lowering goals and increasing opportunities (153). Best Buy’s executive vice president for human capital, John Pershing, expressed universalism through online surveys. “One way the company has also tried to keep employees engaged is by setting up online surveys to solicit ideas for cutting costs” (176). This allows employees that may not be on a higher level to feel like they are appreciated by management when their ideas are being asked for and taken into consideration. Self-direction and achievement are also strong values being seen with Steve Ellis at Bain & Company. According to Consulting Magazine, Bain & Company was ranked number one in best firms of 2010 survey (Consulting Mag, 2010). Ellis states: “We maintain this track record through a commitment to our people to not rest on our laurels or be complacent” (Consulting Mag). Clearly, he is actively achieving something with his employees and their......

Words: 2121 - Pages: 9

The Nanarene Way of Essenic Studies

...The Nazarene Way of Essenic Studies 666: The Number of the Beast The Book of Revelation of St. John the Divine "No one may buy or sell except one who has the mark or name of the beast, or the number of his name, and his number is 666" ~The Book of Revelation 13:17-18 Some versions of Christian eschatology holds that this prophecy refers to future events, typically that the Mark of the Beast is one way in which the antichrist will exercise power over the earth, during the period known as the Tribulation in the book of Revelation. Opinions as to what form it will take are varied. The literal interpretation is that the number 666 will be imprinted on the skin, but with recent technological developments the possibilities of universal control are limitless. The notion that the mark is required for all commerce implies that the mark might actually be a special card, or that we might have to have our fingerprints scanned into a worldwide database in order to be recognized in business. Or, the mark might be some kind of smart chip implanted into the body. In Revelation 14:9-12, the third angel warns of wrath and retribution to all those who bear this mark on their heads or hands. The number 666, which supposedly represents the name of the Antichrist, is another source of controversy. There are various theories about the meaning of this verse, and there have been many attempts to show that a person is the Antichrist by relating his name to the number 666. One interpretation......

Words: 4466 - Pages: 18

Case Study

...IT Doesn’t Matter by Nicholas G. Carr Reprint r0305b May 2003 HBR Case Study Leadership Development: Perk or Priority? r0305a Idalene F Kesner . HBR at Large IT Doesn’t Matter r0305b Nicholas G. Carr Is Silence Killing Your Company? r0305c Leslie Perlow and Stephanie Williams Global Gamesmanship r0305d Ian C. MacMillan, Alexander B. van Putten, and Rita Gunther McGrath The High Cost of Accurate Knowledge r0305e Kathleen M. Sutcliffe and Klaus Weber Hedging Customers r0305f Ravi Dhar and Rashi Glazer The Nonprofit Sector’s $100 Billion Opportunity r0305g Bill Bradley, Paul Jansen, and Les Silverman Best Practice Diamonds in the Data Mine r0305h Gary Loveman Frontiers Don’t Trust Your Gut Eric Bonabeau r0305j H B R AT L A R G E IT Doesn’t Matter by Nicholas G. Carr As information technology’s power and ubiquity have grown, its strategic importance has diminished. The way you approach IT investment and management will need to change dramatically. I n 1968, a young Intel engineer named Ted Hoff found a way to put the circuits necessary for computer processing onto a tiny piece of silicon. His invention of the microprocessor spurred a series of technological breakthroughs – desktop computers, local and wide area networks, enterprise software, and the Internet – that have transformed the business world. Today, no one would dispute that information technology......

Words: 6022 - Pages: 25

Case Study

...A case study for a manufacturing company called AcuScan, Inc was fulfilled. The case study involves "Operation Optimize" which plans to bring a new retail iScanner to the market. The study is given in two parts. The first part summarizes the case study and provides the assumptions, arguments problems, and issues of the situation. The second part is an executive summary written for Cliff O'Conner, CEO at AcuScan, Inc. including recommendations for a solution for the company's crisis. Assumptions Four employees that are employed at AcuScan and are involved in this case study they are the following; Kelly Thomas, Chief Engineer of Products Software, Pat Lambert, Director of Marketing, Cliff O'Connor, CEO and Chris Martinas, Vice President of Product Development. The assumptions of each employee are recognized and discussed starting with Kelly Thomas. Kelly feels the budget and timeline to be impractical and thinks Optimize is putting the company on the line. He assumes that only one feature of the Optimize application can be developed by the company's dead line of August first. Based on his conversations and e-mails with Chris, Kelly believes that together the iScann project and financial plan are at risk. Kelly assumes that quality control is of greatest significance for this project. The company's reputation is at stake with new product development and should not be defined exclusively by the marketing department. Pat had an idea for the Optimize that came to her one......

Words: 2779 - Pages: 12

Case Study

... SELECTED CASE STUDIES ANALYSIS This document has three short case studies that are considered classic. They are older but have timeless lessons. In addition, the case studies at the end of chapters 2 &3 of your textbook are good. Deliverable: Read these case studies carefully and develop a short report (2-3 pages) to discuss the key lessons learned from each and the similarities/differences between the case studies. It is best to use a table of the following format for this analysis. You can then reference this table when you take Quiz 2. Suggestion: For each case study, list 5 key lessons learned and then discuss (few sentences) how these lessons are related to each other. Same lessons can be learnt from different case studies (for example, many companies ignore the importance of technologies). Note: Please do your own research to get some additional information about these companies. |Assignments |Questions | | |What are the 5 key lessons learned from this case study | |Read the GE Case Study |What is the relationship to Other Case Studies (common lessons, new lessons) | | |What are the 5 key lessons learned from this case study | |Read the Rand McNally Case Study ......

Words: 6343 - Pages: 26

Case Study

...Case Study Engstrom Auto Mirror Plant: Motivating in Good Times and Bad Engstrom Auto Mirror Plant, in Richmond, Indiana, a privately owned company that has been in existence since 1948. Engstrom was largely successful until the late 1990’s at which time the plant struggled to make a profit. During this period the plant was updating its production lines by adding new technology. This change did not go smoothly which caused delays in production resulting in a loss of customers. The plant manager did not have the knowledge of the new technology to find solutions to the decreased production and could not communicated effectively with the worker’s union. This lead to his eventual resignation in 1998. At this time Ron Bent was hired. Bent determined that the average productivity at 40% of expectation. Bent believed in the power of worker incentive programs and felt that the best option would be a company-wide program. Bent felt that a Scanlon Plan would be the best option. The Scanlon Plan was developed by Joseph Scanlon with the concept that employees, the employer and the union have much in common and that every employee can contribute to making improvements. These improvements would help the company’s position in the marketplace and provide increased job security and provide bonus earnings to employees for any improvements. (Hess 1976, pg.141). Bent communicated the Scanlon concept in multiple ways to the employees and engaged them in the process to develop the Scanlon Plan......

Words: 597 - Pages: 3

Making a Layoff Decision Case 1

...average/outstanding performance Reviews. Unfortunately, with this decision we could face legal lawsuits if he accuses us of racial discrimination, age discrimination or another discrimination based on him currently looking for a new career and job. I would like to also suggest alternatives to laying off these two employee’s which may result in decrease in company expenses. These alternatives could be cutting unneeded resources in departments, hiring/pay/promotion freezes, elimination of overtime or offering employee’s option to cut hours. However, if these alternatives are not possible, I will do whatever I can do to assist the five employee’s in the following manners: I will offer the layoffs with the continuation of their benefits for one year with at least a week notice of their layoff. For the remaining employee’s, I will communicate with them so they feel safe with the company and to keep them motivated to maintain and sustain the current performance skills....

Words: 296 - Pages: 2

Thread Way Case Study

...The Tread Way Tire Company Introduction: * Major Supplier of tires across the north America * Lima Plant is one of the 8 manufacturing units operated by the company * Higher foreman turnover rate is the major concern for the Ashely walls –The HR director * Overall cost cutting, increase productivity, reducing turn over and solving moral issues are the main objective of Ashely walls Background: The main problem at this plan is High employee turnover of the line foremen position mainly due to job dissatisfaction. Problems: * Inefficient system that was in place * Most of the lower level leaders were under trained or not trained at all * More pressure on the foreman and supervisors for the things that are outside their control Recommendations: * Should implement an organized training program * Interaction between Tread way tire employees and union workers * In addition to the training, It would be more important to put less pressure on the foreman. * Transparency in organizations * Line foreman need further investment from the company to keep them abreast of how the union is structured and how to best manage union workers * Also, the management team needs to involve line foreman in disputes between union workers and the company so they can have ownership of decisions regarding employee misbehavior * Line foreman need training on how to manage their workforce; from motivation and leadership to conflict......

Words: 305 - Pages: 2

Patoranking Girlie O Remix Official Video ft Tiwa Savage tooXclusive com 1 | Supergirl 4x08 | Atomic bombings of Hiroshima and Nagasaki