June '19

For the Business of Apparel Decorating

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2 0 1 9 J U N E P R I N T W E A R 1 1 of poor work practices and past mistakes without having to switch employers. That is, assuming they will be retained. WHO TO KEEP AND WHO TO LET GO? It is a hard fact that with most acquisitions, there are employment casualties. How you handle this is crucial. Don't let this be one of the decisions you make hastily. It has been my observation that in the year or two before a company puts itself up for sale, it reorganizes its workforce. This is usually done to make them more attrac- tive to any potential suitors. The marginal performers at the newly acquired company may have already been weeded out. In ad- dition, if the company has met or exceeded profitability goals over the past several years, the acquired workforce could naively think the purchasing company will adopt an 'if it ain't broke, don't fix it' approach and deny there will be any personnel cuts. Do your homework swiftly on this issue. Rather than merely judging a worker's value to the new organization based on job title, do a thorough review of their job descrip- tion, skill qualifications, and past perfor- mance. Insist that the management of the sold business conduct performance reviews on every individual, even if it was their prac- tice to forego them prior to the final closing. When you dig into the personnel files of the employees you are inheriting, I believe you will be pleasantly surprised at the diamonds in the rough you may uncover. I believe you owe it to your new employ- ees to make personnel retention decisions within the first two weeks of the signed agreement. If you have the unfortunate task of letting people go, consider the investment in providing them a fair severance package

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