Bethany Hellerton started her company with a dream: Downsizing could be a silly and happy experience for employees who lose their jobs.  On January 20, 2001, she founded DownSizeUpSide; today, even Hellerton is surprised by the company's success.  Current clients in the Cincinnati area include WXVU, the Hamilton County Library system, First Financial, and Delta. 

"We get people to see the upside of being downsized," Hellerton said.

DownSizeUpSide, a local consulting service, provides gentle methods companies can use to lay off personnel. 

"We tailor the layoff method to best meet each company's needs," explained Hellerton, "and to make the experience memorable and fun for everyone.  My favorite method is to have all the employees play musical chairs, and when a predetermined number of people have been eliminated, the game ends, and everyone sitting gets to keep their jobs.  For those who fail to get a chair, the longer you stay in the game, the better your severance package is."

Other popular packages include Popcorn! and the Incredifantastic Race.

In Popcorn!, each laid-off employee is given eight pieces of popcorn.  The employee throws the popcorn at least ten feet into the air and tries to catch it in his mouth.  For each piece caught, the employee earns a week of severance pay.  Pieces that land on the ground can be used again. "That rule is why the game is typically played in a stable full of diseased cattle, or a gas station restroom," Hellerton said.

In the Incredifantastic Race, all employees are given a cannister of pepper spray, a baseball bat, and the name of a destination five miles away.  The first people to arrive at the destination (travelling by foot only) get to keep their jobs with only a ten percent pay cut.  Corporate executives watch from rented helicopters, enforcing the game rules via sniper rifle as necessary.

Do the methods reduce downsizing stress?  "Oh my, yes!" Hellerton exclaimed.  "While employees are scrabbling to complete the silly tasks, the corporate officers roar with laughter, giddy as schoolchildren.  They used to be silent and uncomfortable, but thanks to us, not anymore."  When asked about whether the laid-off personnel experienced less stress, Hellerton replied, "Probably, I guess.  We don't really deal with the lower-level employees."

"It's a great time to be in business," Hellerton said.  "Our business, anyway."