Many people have used it that way (especially bottom-line types: SEE the second COROLLARY), but that is not what true BPR is really about. BPR often allows the reduction of head COUNT in certain areas. However, if done correctly, BPR increases the ability of employees to add value, making it rewarding for the organization to use the displaced people in other areas of endeavor. If it isn't done right, DOWNSIZING can kill the organization by asking fewer people to do the same work, resulting in overtime costs, STRESS, increased health care costs, low morale, low quality, and costly employee turnover.

Many people have used it that way (especially bottom-line types: see the second corollary), but that is not what true BPR is really about. BPR often allows the reduction of head count in certain areas. However, if done correctly, BPR increases the ability of employees to add value, making it rewarding for the organization to use the displaced people in other areas of endeavor. If it isn't done right, downsizing can kill the organization by asking fewer people to do the same work, resulting in overtime costs, stress, increased health care costs, low morale, low quality, and costly employee turnover.