> in the last 2 months, at the company i work for things have been
> changing. well they have hired 2 guys from ford and they both start
[quoted text clipped - 4 lines]
> the other is in charge over the whole fabrication department. hum very
> interesting in deed. mp
Anyone with years at a large corp knows you cant take anything from
either getting a notice you're out... or finding guys coming into YOUR
place.
Ford made it clear they are downsizing middle management... dont believe
for a minute that they are only 'keeping the good ones' and sweeping out
the 'non-performers'.
That's not how it works. And you cant apply it to guys 'jumping ship'
either.
If I'd been smart when that happened in my (IT related) company, I would
have left prior to the RIF... then come back, later, as the focus re-
changed. As a LOT of people did.
OR.. I would have gone back at a lower level when my 5 year embargo
(because they bought me out) expired.

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Yeh, I'm a Krusty old Geezer, putting up with my 'smartass' is the price
you pay..DEAL with it!
>in the last 2 months, at the company i work for things have been
>changing. well they have hired 2 guys from ford and they both start
[quoted text clipped - 4 lines]
>the other is in charge over the whole fabrication department. hum very
>interesting in deed. mp
My father retired from the military as an enlisted member and went to
work for General Electric. Because of his background he went into
management and became one of 6 managers. Then came layoffs. Being the
new kid on the block, he expected to be out the door. Instead, the
other 5 managers, with years of experience and education which dad
lacked, got the axe. No accounting for it. As he said, they had the
experience, training, etc, the company should have retained. He went
on to a great career. So, the "new guys" could be very valuable assets
to your company.
--
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Brent P - 10 Sep 2006 03:14 GMT
>>in the last 2 months, at the company i work for things have been
>>changing. well they have hired 2 guys from ford and they both start
[quoted text clipped - 4 lines]
>>the other is in charge over the whole fabrication department. hum very
>>interesting in deed. mp
> My father retired from the military as an enlisted member and went to
> work for General Electric. Because of his background he went into
[quoted text clipped - 5 lines]
> on to a great career. So, the "new guys" could be very valuable assets
> to your company.
Job performance is no better than 4th on the list of items considered in
downsizing. Politics is first. Who like you, who protects you. Being
unknown is good too. If you've tried to change things for the better
odds are someone doesn't like you. Salary is next, the more you make the
more of a target you are. What work is there to do? Do you fit in with
that work? Another thing is being female or minority or someone who has
some way of suing. If you can sue, then they'll be careful.
Basically job performance isn't really much of a consideration when
downsizing occurs. It's so far down the list that if job performance is
your best asset, you'll get downsized.
I've survived downsizings, I've been downsized. I've watched good
performers go and slackers stay. I've been downsized while the people
whom I fixed their screw ups stayed. You can't tell anything of
someone's performance by them being downsized out of a job or jumping
ship while expecting it.
I'd be more suspect of someone who was never downsized but
consistantly worked at companies where it was a reality because I would
think they were some sort of ass-kissing-know-nothing-yes-man rather
than a performer.
i hope you guys are right. our company is starting to feel the toyota
pressures as well. i work in the fab dept, and i`m looking forward to
talking with the new guy over my dept. guess the next few years well
tell. mp