00:00 	the problem that I'm investigating with
00:02	my program of research is really taking
00:04	a look at the dynamics between employees
00:06 	and employers specifically I've got a
00:08 	large focus on this area of managing
00:10	through a dynamic economy and how that
00:12	often leads to restructuring right
00:14	sizing downsizing and activities where
00:17	the employer decides to sever employment
00:20	of the employee I also find that
00:21	employers aren't necessarily trained on
00:23	how to effectively communicate or manage
00:26	the process of these terminations and
00:28	that leads to all sorts of
00:30	organizational and individual outcomes
00:32	if employers engage in denials and
00:34	suggest that this as a right sizing or a
00:36	restructuring the shareholders actually
00:39	hold them more accountable for the
00:40	downsizing and actually the share prices
00:42	drop in that case we can see that the
00:44	communication and the message that's
00:46	being conveyed in the announcements
00:49	actually has an impact on how
00:50	shareholders perceive the downsizing and
00:52	the market value of the downsizing and
00:53	we see also that based on the reasons
00:55	the financials vary so that suggests
00:56	that there's a bigger system of
00:59	communication that really needs to be
01:00	focused in on for example some of the
01:02	debate is downsizing layoffs should
01:04	happen on Mondays or Fridays because it
01:05	gives people a chance to recover however
01:07	a lot of the research shows in some
01:09	industries that's not the norm that
01:11	there's actually a big expense
01:12	associated with carrying someone Tuesday
01:14	Wednesday Thursday and Friday when you
01:16	intend to lay them off on Tuesday so in
01:18	that case the kind of balance is this
01:19	idea of what's financially feasible and
01:22	what makes good HR sense so if employees
01:25	feel that the conversation is
01:26	inconsistent that's coming from
01:28	employers and employers don't include a
01:30	leader in the conversation so if the
01:32	conversation comes from a spokesperson
01:33	or an anonymous source rather than from
01:35	the CEO or if the conversation itself is
01:38	perceived to be disingenuous the MAL
01:40	leads into perceptions from both
01:42	employees and shareholders that the
01:44	company's engaging information hiding
01:45	and they think well if they're engaging
01:47	and information hiding what else are
01:49	they hiding from us
01:50	so it actually spills over to a very
01:52	large mistrust in management and other
01:54	decisions that management is making
01:56	organizations can benefit from this
01:58	research by really thinking
02:00	pragmatically about what they're doing
02:02	when it comes to downsizing one of the
02:03	biggest challenges is really with the
02:05	community
02:05	in a negative communication environment
02:08	is to give them a little bit of training
02:10	and let them know how to be prepared for
02:12	the situation oftentimes we see in
02:14	termination interviews where the manager
02:16	has made some unfair promise to an
02:18	employee saying I'll try to get you a
02:20	better situation I'll try to get you a
02:22	better deal and that becomes a bit of an
02:24	informal contract which we then see lead
02:26	into wrongful dismissal lawsuits so in
02:29	that case this idea of training the
02:30	trainer on what they should and should
02:31	not say about how to handle the
02:33	situation about what the scope and the
02:35	realm of the project might be would be
02:37	very useful for employers