When Dade Behring started cutting employees under Bain Capital’s management in the late ’90s, Cindy Hewitt was on the front lines. As a human resources manager for the Dade East plant in Miami, Hewitt had to decide which employees had needed skills and whose jobs were expendable.
News of the latest layoffs trickled down to the Dade company cafeteria. The room could seat more than 1,000, and it had been enough of a draw that it even offered breakfast.
But as the layoffs hit, the mood in the cafeteria could be as somber as a funeral, Hewitt recalled. Multiple members of the same family might be gathered to commiserate over being laid off one by one by one. Some of them had worked for the medical diagnostics company for more than a decade.
Hewitt saw her colleagues crying on a daily basis and loudly celebrating on the rare occasion that someone found a comparable new job. “There was a tremendous sense of loss and this kind of outpouring of grief and mourning as every day they waited for the announcement of who was going next,” she said. “People were on pins and needles. Who’s going next? They’re worried for themselves, worried for their co-workers, worried for their families. They’d talk about how they were going to send their kids to college. It was an incredibly depressing and demoralizing environment.”..