Strategies for doing more (increased workload) with less (fewer personnel)

I'm in the middle of an article on staffing strategies during the recession. Yes, I'm going to use the r word. Just like they said in Harry Potter, fear of the name increases fear of the thing itself.

Anyhow, in this article, I'm proposing that hr managers leverage their existing workforces to cover the gaps created by any staffing reductions, whether caused by layoffs or attrition and freezes.

Is it plausible or viable to ask hr professionals to do one or both of the following:

1. Identify the work load that was completed by the now vacant position, list the specific skill sets and time associated with that workload, and then open those duties the entire company? Essentially, this task would open create variety and diversity for current staff that may work in other departments, but have the skill and the hour or two a week available to help out.

2. Identify auxiliary or latent skills in candidates, and recruit based on two levels of criteria- primary job functions and auxiliary job functions. Primary job function relating to the actual job, lets say it's an accountant- a/p, a/r, general ledger, gaap experience, etc. And Auxiliary functions, which could be any of the functions that were previously handled by a now vacant position.

Does this process make sense?

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It does make sense, however I've never seen HR managment approach work gaps in such a way before. My experience has always been that the manager would decide who to give the extra work to without much regard to the present employees work load. I think an open discussion with the current employees (as a group) to determine who performs similiar functions/tasks to that of the extra workload and then have a discussion as to the most efficient way the extra work could be implemented into that employees day to day function.

With regard to your auxiliary idea, i'm already see job descriptions come in looking for candidates with dual type requirements, i.e audit and accounting.

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