Dale Dauten Quotes

We held the team together for as long as possible and then sent all except the most critical personnel home.

We ran three cars last year. Unfortunately, as time went on, we did have to let a few people go, which we regretted, but just because of the situation.

In fact, at Olympic National Park in my district, they 3 years ago had 130 summer employees they brought in for temporary work. This summer they have 25 because they cannot afford more.

The minute you do any layoffs, you might as well lay off the whole joint because everybody forgets about the customer and worries about their job security.

Why are CEO's who slash jobs so proud of themselves? Instead of bragging about 'cutting fat,' they ought to be getting up before their employees and saying, We did such a lousy job of planning and hiring that we have more people than work. And we are so broke and so dim-witted that we can't come up with any way to get more work. So our only solution is to send a lot of good people home. I am ashamed and I am sorry.

In practice, downsizing is too often about cutting your work force while keeping your business the same, and doing so not by investments in productivity-enhancing technology, but by making people pull 80-hour weeks and bringing in temps to fill the gap.

But I don't want massive layoffs of anyone - public or private. We are planning on shrinking government through attrition and reform, not through random pink slips.

The defence and air defence ministers were both replaced and more than 2,000 officers lost their jobs.

We've lost 3,000 jobs in Beaufort County. We've lost half of our manufacturing workforce.

In the last years of the nineteen-eighties, I worked not at startups but at what might be called finish-downs. Tech companies that were dying would hire temps - college students and new graduates - to do what little was left of the work of the employees they'd laid off.

Things are bad in 2001 at Yahoo. There's been layoffs, restructuring, lots of people left.

We've lost 400,000 jobs in Michigan because of downsizing.

Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Weak managers are the problem. Weak managers destroy jobs.

The two words, in the American lexicon, are never good. Pink slip. The first time I ever heard it when I was young was when Kaiser Steel handed out pink slips to many of my neighbors and relatives. Layoffs were about efficiency, sales figures for raw materials or refrigerators.

Nothing kills your company's culture like layoffs.

Every year, jobs are on the line.

What I'm going to do is I will eliminate everyone in the comms team, and we'll start over.

I am concerned about the economy. I was the first one laid off.

None can be more negative in its impact than the limitation on human resource capacity.

The corporate killer downsizing is directly responsive to what the mutual funds have wanted.

In the days when corporate downsizing was all the rage, Wall Street took a lot of flak for judging companies too harshly and setting the bar for corporate performance so high that executives felt their only option was to slash payrolls.

We wanted to preserve as many jobs as possible, so when our sales continued to decline in August 2008, we did about a 5 percent reduction of our global staff. But in order not to cut any more jobs, we froze everybody's pay and put a hiring freeze on.

Most companies that go through layoffs are never the same. They don't recover because trust is broken. And if you're not honest at the point where you're breaking trust anyway, you will never recover.

I'm not sure that some governors just don't want to lay off people for the sake of laying off people and being able to say they did.

It offered me the opportunity to tell 200,000 people who had applied for government jobs that they weren't getting them.