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« Values and the Fate of Nations | Main | The Apple Paradox »

April 28, 2009


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I hardly leave comments, however I read a lot of remarks on The SIOP Exchange: Request for Advice & Assistance. I actually do have 2 questions for you if it's okay. Is it only me or do some of the responses look like they are written by brain dead individuals? :-P And, if you are writing at additional places, I would like to follow everything fresh you have to post. Would you make a list of the complete urls of all your social networking sites like your twitter feed, Facebook page or linkedin profile?

I am a graduate of Bachelor of Science in Industrial Psychology and currently taking up Master of Science in Psychology. I want to have an idea or an advice from you of what hot, interesting and modern topic should I use for my thesis...I wanna hear it from you...I want a topic which is essential in the industry as well as in schools...thank you and more power to your site...


I tried looking for your organization on the internet with no results. I was hoping to learn a bit about your company before tossing out suggestions. Unfortunately, without more information about who you are and your corporate culture many of the responses will seem very academic.

I will do my best, though, to provide my two cents to help you in your crisis.

I/O Psychologists can help employees get back on the productivity track. When down-sizing and layoffs occur the remaining employees become shell-shocked (so to speak) and fear for their own jobs...ironically, this creates a work slow down that affects the bottom line. Continued layoffs produce continued trepidation and slowdowns at work.

Some employees will freeze and reduce production, while others will begin working in hyper mode and end up reducing effectiveness. So, deal with the surviving employees. Let them grieve and help them move on.

One way of doing this is to continue to support those you have let go. Provide retraining opportunities, material resources for their job hunt, or rehire some as contractors instead of employees.

You have a two-fold job here. First, keep your organization alive. Second, create a reason for your workforce to remain loyal to your cause. You do not do this by "selling" your vision, or using motivational training sessions to pump them up. You give yourself to them by helping those who have been displaced.

I hope this gives you something to work with...good luck!

Rodger Adair

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