Capítulo III: Evaluación de SXP-J2ME
3.3 Evaluación de SXP-J2ME con un método cuantitativo basado en 4-DAT
3.3.7 Comparación con RUP, XP y Scrum
to sales. CEO Joe Poulin even moved his personal assis- tant to the accounting department. “You have to be really efficient with your resources in times like these,” says Poulin. Steelmaker Nucor, meanwhile, has cut fac- tory time for many of its 22,000 hourly employees. On the days they’re not making steel joists, though, workers are paid their base salary to perform maintenance or take classes.
In China, accounting giant Ernst & Young offered its 9,000 mainland and Hong Kong employees a chance to take one month of unpaid leave during the first half of this year. About 90% of the firm’s auditors have opted in. Bin Wolfe, head of human resources for the region, says the move will slash EY’s payroll costs by 17%.
Some try to motivate staff even while trimming their pay. Matt Cooper, vice-president of Larkspur (Calif.) recruiting firm Accolo, asked employees to take five days of unpaid leave this quarter but won’t dock paychecks
until March. If big deals come through, he’ll lift the pay cut. And he shaved costs by sleeping on his brother-in- law’s couch during a recent business trip to New York. Instead of paying $1,500 for a week in a hotel room, Coo- per spent 10% of that on dinner for the two of them and a nice bottle of wine.
Questions
1. Besides being cheaper, for what other reasons might companies try to avoid cutting their staffs and laying off employees during an economic downturn?
2. What evidence would you collect or look for to demon- strate that furloughs, unpaid leave, and salary or wage freezes are reducing costs and not negatively affecting the business?
3. Some companies have a “no layoff policy” regardless of economic conditions. Do you think this is a good idea? Why or why not?
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