Ultimately, I’m hoping that someone in SUN’s executive management reads this and takes something good out of it.

I’ll summarize in one statement. I was talking today to manager A. She had been responsible for the day to day tasks of employee C. She was not the direct report manager, however. That was manager B. Manager B was just asked to do a widespread layoff. Employee C was part of that cut. Manager A (who lost the resource), was not consulted. Additionally, as part of a sidebar discussion today, manager B asked manager A what it was that their employee did.

If that was too confusing, pardon me. The bottom line is that layoff decisions are being made, on a fairly widespread level, that DID NOT ASSESS THE BUSINESS IMPACT of the layoff. WTF, over.

Ok, I’m not so naive that I don’t understand that in some cases, you have to make difficult decisions about your staffing, and in some cases, you need to cut people who are critical. THAT HAPPENS. But you should never, ever do that unless you understand the business impact of those decisions and have some kind of (albeit perhaps only preliminary) plan in place for how to recover from the loss of that resource.

THAT’S JUST DUMB. In this latest RIF (Sun’s term for layoffs: reduction in force), I can count at least 3 people in my immediate vicinity that are (in my view) completely critical to the business. In none of those cases was any real assessment made to determine what sort of impact having that person be gone would have, nor how to recover from that person’s absence.

What a week.