I knew something was up when I got no e-mail response from this always-follows-up-even-when-knee-deep-in-work person. That and the cryptic message about her whereabouts on her voicemail got me wondering: Was she let go? No, it turns out, she had joined the ranks of the furloughed.

The term furlough, which my brain used to immediately associate with someone on temporary leave of duty in the armed forces, is the cost-cutting work arrangement du jour.

It’s essentially another word for layoff, says employment attorney Michael Hanlon with Blank Rome. This (usually) temporary time off without pay typically initiated by the employer, is “voluntary in the sense that an employer would notify its work force that it was going to make a temporary reduction in the work force and seek volunteers,” he says. But it wouldn’t have to be mutually agreed upon.

Some companies are also trying “rolling four-day weeks.” That’s when each week a different group of people only works and is paid for four days. This essentially reduces compensation costs by 20 percent, says Hanlon. It must be managed carefully, he adds, “to avoid running afoul of wage and hourly law requirements and contracts.”

Fresh Ideas

Now I know the last thing you’re thinking about is how to cut back on your work hours and make less money. But let me throw out this idea. Since cost-cutting is on the mind of nearly every employer, what if you came up with alternatives that could have a less dramatic impact than a permanent layoff at your company—especially if things are already dicey?

Just consider this. Could it be in your best interest to make the most out of this bad situation by taking the initiative and suggest a creative work arrangement that has everyone sharing in the sacrifice? Who else knows your job better and the best way to get it done while getting creative?

Not every approach would fit you and your organization and some employment contracts. And not every company would be open to suggestions. But if you’re willing to entertain the thought or if you’re a manager who’s been asked to cut costs, here are some approaches to a “bloodless downsizing” offered in an article in Chief Executive Magazine written by Sharon Daniels, CEO of AchieveGlobal and Bill Rosenthal, CEO of Communispond.

• Sabbaticals and unpaid vacations. What about volunteering to accept holiday time as payments instead of cash for overtime? Take a pay cut and get vacation days in exchange?

• Go from being an employee to a contractor or consider different jobs in your company that are needed more or are income-producing.

• The article points to steelmaker Nucor who “moved many hourly employees from making steel joists to performing maintenance or taking training, working at their base salary.”

• Marriott transferred administrative staff “to work at banquets at its hotels as part of a cross-training initiative.” Quaintance-Weaver Restaurants and Hotels transferred employees to company locations where there was a need.

• Look for work that’s usually outsourced or provided by suppliers as work that you or others can do.

• Come up with a job-sharing arrangement where you and a co-worker each come to work fewer days to get the job done. Or work longer hours fewer days of the week.

• The article also suggests encouraging a group of employees to set up an independent business, with the company becoming a major customer.

This article I refer to was directed at other CEOs. The writers suggest they use this opportunity to see how their managers handle change, saying, “It will separate the leaders from reluctant followers.” Manager or not, if you can see the writing on the wall, think about it. Is this a chance for you to be seen as a leader in a difficult time instead of a reluctant follower?

Andrea Kay is the author of “Work’s a Bitch and Then You Make It Work: 6 Steps to Go From Pissed Off to Powerful.”