When facing the risk of layoffs, the fundamental logic to ensure the safety of one's own positions lies in enhancing "irreplaceable" and "strategic value". The following are targeted strategies extracted from actual workplace experience to help you systematically deal with potential risks： ###1. Accurately locate the coordinates of one's own value 1. **Draw the job value chain** -Use SWOT analysis to sort out your specific contribution points in the department's business processes (for example: independently responsible for the development of a core module/maintaining key customer relationships/optimizing operating costs up to X%) -Establish a "key performance file": quantify the KPIs achieved in the past 6 months, the working hours/costs saved, the customer praise obtained, and other verifiable results 2. **Build a moat of capabilities** -Identify the team's current 3 most urgent skill gaps (such as data analysis/cross-departmental coordination/new compliance requirements), and master them within 45 days through online courses + practical exercises. -Take the initiative to undertake projects that require cross-departmental collaboration and establish a "node-based" interpersonal network ###2. Reshaping the perspective of managers' decision-making 1. **Cost-effective reconstruction strategy** -Make a personal ROI report: compare your salary cost with the direct/indirect benefits created (such as the increase in renewal rate brought about by maintaining customers) -Propose an executable cost-reduction and efficiency-enhancing plan (example: it is recommended to automate repetitive work, which is expected to save 20 working hours per month) 2. **Pre-matching of future needs** -Study the minutes of the company's last three strategic meetings to extract the three business priorities for the next six months -Produce a "Matching Matrix of Personal Abilities and Strategic Directions" to highlight your adaptation cases in new business scenarios ###3. Active control in dynamic games 1. **Establish an information early warning system** -Weekly collation of industry layoffs, key indicators of company earnings reports, and department budget changes -Regularly exchange information with colleagues in key positions across departments to identify the signs of organizational structure adjustment 2. **Build a flexible survival strategy** -Develop a migrable core skill set (such as business process optimization ability + industry solution knowledge) -Update your LinkedIn profile every month to maintain 3 ongoing industry contacts ###4. Key 30-day action plan 1. **Week 1: Value Visualization Project** -Organize the "Critical Moment Achievement Library" (at least 10 specific cases) -Make an appointment with your immediate supervisor for a career development conversation, focusing on the department's Q3 core goals 2. **Week 2: Solutions to pain points** -Submit a draft solution for the department's current biggest pain points -Actively organize cross-departmental knowledge sharing sessions (theme selection of skills needed by the team in the near future) 3. **Week 3: Strengthening the sense of strategic existence** -Make business recommendations based on data analysis in department meetings - Help 2-3 colleagues solve specific work problems and establish mutual assistance alliances 4. **Fourth week: Penetration of influence at the decision-making level** -Produce a quarterly work summary report (using data visualization) -Share professional insights (such as industry trend analysis) through the company's internal platform ###5. The law of psychological game in crisis -Establish a "dual-track thinking": not only go all out to keep your job, but also invest 5 hours a week to maintain an external occupational safety net -Exercise "Value proposition rhetoric": Prepare three versions of 30 seconds/2 minutes/5 minutes of personal value statement -Implement "rational anxiety management": record concerns for 15 minutes a day and mark the controllable level, focusing on highly controllable items Final recommendation: Conduct a weekly "survival coefficient assessment" and rate yourself from the three dimensions of "strategic importance", "alternative cost" and "growth potential". Start an improvement plan immediately when an item is below 6 o'clock. Remember, in organizational change, the safest people are often those in the workplace who can continue to create "incremental value" and maintain evolutionary flexibility.