Read the case below and answer the question that follows. Gail has been the HR director for a manufacturing company for over fifteen years, and she has seen her role in the organization grow substantially. When she first took the job, the department consisted only of herself and one assistant. Gail's time was primarily spent in recruitment, selection, and hiring, and on the performance management system. Currently, Gail has a staff of seven, and they handle those traditional responsibilities in addition to payroll, benefits, employee development, and training. She's grateful to have such an excellent staff, because as the company has grown, her responsibilities have expanded, as has her influence in the organization. Of course, she still has to make sure all of HR's responsibilities are smoothly and effectively executed! Gail recently sat down with the executive team, including the President, Executive VP, and Controller, to talk about the need for downsizing due to severe economic changes in their area. Gail has been very active in tracking local business trends, and she also understands the specific financial issues that the company faces, so she is just as comfortable talking about critical issues that impact the business as she is comfortable talking about human resources. Because of this, she is able to actively participate in strategic planning, and her candid input is both welcome and useful. Some of the specific areas the executive team has asked her to address include coming up with a plan to assist people in adapting to the upcoming changes and making sure that retention strategies are in place to keep and continue to develop top talent.

What should Gail do in response to the company's anticipated changes? 400 words minimum