At the same time, Aurelius, the parent company was found it was behind paying its employees for weeks.

A) By using objective criteria such as skills, performance, and job criticality. Conducting fair evaluations and clear communication with employees.

B) Not doing anything.

C) Doing something.

D) By establishing measures for criteria. (e.g hard goals and soft goals). Communicating clearly.

A) There are no challenges. Everything is fine and dandy.

B) Just forget it. There's too much to redistribute.

C) Increased workload and employee burnout. Management can provide proper training, adjust salaries, and ensure workload balance.

D) Increased workload and employee burnout. Management can be strategic in what they do.

A) Strategic hiring plans

B) Offering bonuses

C) Clear, timely, and honest communication

D) Increasing workloads

A) Salary reductions and strict supervision

B) Extended working hours and new targets

C) Mental health support, workload management, and motivation strategies

D) Hiring new temporary staff immediately

a) Economic Challenges

b) Technological Advancements

c) Global Compeitition

d) Workforce Changes

• Laying off 200 of the 700 employees fundamentally involved identifying key employees during the process. Positions that were not vital to the organization were ultimately terminated.

• Various locations in the same cities were closed to cut operational costs. Evidently, this is a sign of restructuring. (e.g., 3 locations in 1 city)

A) The psychological health and safety of workers will be at risk. They might be able to stay with moderate impact on the workforce.

B) I don't know.

C) There are none.

D) Job loss and reduced employee morale.

Ethical concerns include fairness, retraining opportunities, and long-term impacts on the workforce.

A. Psychological trauma 

B. Increased employee commitment 

C. The high human costs 

D. Lower performance among employees.

A. They may feel motivated to work harder to keep their jobs
B. They may experience improved job clarity due to less workforce congestion
C. They may suffer from burnout, stress, and lowered morale
D. They may receive better promotion opportunities immediately after the layoffs

A. Implementing workforce reduction before redesigning jobs
B. Ending online shopping, which limits future growth opportunities
C. Only closing a small portion of physical stores
D. Maintaining brand image through public announcements

What The Body Shop did wrong:

• Ending online shopping limits digital presence.

• Layoffs and store closures without a clear innovation roadmap can affect brand growth.

• Potential damage to employee trust and morale, affecting future talent attraction and retention.

To truly be sustainable, downsizing must be paired with systematic change, long-term vision, and a people-first approach, something The Body Shop could improve upon