Bosses feeling strain of dismissing workers
Business Desk
The Yomiuri Shimbun
Losing one's job places a tremendous strain on a person - both in psychological and practical terms - but having to inform workers their services are no longer required also is very stressful.
A Japanese health, labour and welfare ministry forecast on the employment outlook released March 31 paints a stark picture: More than 190,000 non-regular workers and about 12,500 regular workers have lost or are expected to lose their jobs between October and June. With no end in sight to the job crisis, experts say efforts are needed to reduce the emotional impact on both the fired and the firers.
In September, a director at a engineer dispatch company in Tokyo ordered a member of the marketing staff in his 50s to tell a group of new recruits who were taken on in April last year that they were to be dismissed. The marketer had to give dozens of dispatch workers notice they were to be laid off.
He had no idea how to go about telling the people in question, whom he considered to be "fellow workers", because he had never had to do so before, but he told himself someone had to do it. He took one of the young employees into a room at their workplace and informed him he was to be dismissed at the end of the year. He made it clear it was not his decision and expressed regret. The new recruit was stunned into silence and looked as if he would burst into tears.
The marketer took pains to give a detailed account of the business situation at the company and at the end of the meeting gave a sincere apology. The meeting wound up in the evening. The marketer was exhausted, but could not get to sleep that night.
In a cruel twist of fate, he too was given a pink slip last month. While he is looking for a new job himself, he says he still feels bad about the young workers to whom he had to give the bad news.
Elsewhere, a Tokyo-based automobile components manufacturer has seen orders drop sharply. In November, the company president gradually began to cut dispatch workers, who represented about 40 percent of its workforce of more than 100.
The layoffs were unavoidable from a management perspective, but the president was tortured by the thought of whether he had the right to change other people's lives in this way.
The 56-year-old president may even be forced in the future to make a decision to fire regular workers. He said he had not been able to sleep well since autumn because of worries about laying more staffers off.
Kanda-Higashi Clinic, a facility that gives professional psychological support, has been listening to a different kind of complaint from business managers since the economic downturn became a reality in the autumn. According to the clinic, managers have been letting off steam accumulated by employment issues, telling the clinic things such as: "I have to terminate the contracts of dispatch workers working with us. It's really hard to tell them."
"(Managers) can deal with the role of giving people notice if they can attach valid reasoning by saying things such as 'It's for the good of the organization,'" said Tomoki Takano, 43, a psychiatrist and vice director of the clinic.
"But it's not so simple," Takano added. "It's hard for people to find new jobs at the moment, and this places a great psychological strain on those who have to give them their marching orders."
"Using an appropriate manner when giving people their notice can ease the psychological burden on the person that has to tell them," said Takahisa Horinouchi, a professor at Yokohama National University and a certified clinical psychologist who has tried to help several hundred people fired from foreign-owned financial institutions deal with the situation.
"The firer needs to try to reduce the sense of loss felt by the person being fired," Horinouchi, 56, added.
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