When the ax fell at Target Corp., no one actually swung it.
The news that several thousand workers at Target's corporate offices in Minneapolis will lose their jobs emerged in the next-to-last paragraph of a statement handed to reporters covering a presentation executives made to financial analysts Tuesday in New York.
Just as those reporters started tweeting and posting Web alerts, Target employees got an e-mail from Chief Executive Brian Cornell that described the initiatives he and other executives were presenting to analysts. In the next-to-last paragraph, it mentioned job eliminations at headquarters, though without any mention of how many.
Vagueness is common at companies that undergo massive downsizing, analysts said Wednesday. Corporate leaders try to preserve flexibility, defer difficult decisions and avoid unpleasant discussions for as long as possible.
But a successful corporate transformation involves enormous communications work, empathy and even psychological resources, they said.
"A lack of information breeds uncertainty," said John Budd, industrial relations chair at the Carlson School of Management at the University of Minnesota. "Alleviating uncertainty requires open communication and high levels of transparency."
As the news spread Tuesday, Cornell and other executives were still on stage taking questions from analysts. No one brought up the number of people being affected by the cuts, part of a $2 billion cost-reduction program. When an analyst asked how Target can minimize the friction and distraction of downsizing, Cornell said he appointed a senior executive to lead it. "We recognize it is a time of significant change," he said.
For Target employees, who have been expecting cuts and new direction since Cornell arrived last August, Tuesday's news at least provided a sense of the scale of downsizing the new leader thinks is necessary.