HR resources



Employment contract non-compete clauses and redundancy
It is commonly believed that non-compete clauses cannot be enforced as they run contrary to the public policy of providing a sufficient and trained labour force (see Section 106 of the Industrial Relations Act 1996). However there are ways of […]

Enforcable non-compete clauses in employment contracts


How to help staff after redundancies

Staff who remain after redundancies are often impacted, even when their job is deemed safe. 'Survivors' of job cuts typically suffer from feelings normally experienced by those survive major disasters or traumas. These emotions can have long-term implications on staff morale, motivation, productivity and stress levels, and can make it difficult for individuals to move forward.

How to help remaining staff following redundancies



Minimise the risks when making redundancies

Your organisation may have little choice at the moment but to reduce its workforce. No matter how much you care about your team and want to look after them, if times are tight, you must reduce your business costs or the whole organisation will go under and put your entire staff out of a job.

Ways to limit risk when downsizing


3 stages of successful redundancy process

The process of deciding to make redundancies, complying with relevant legislation, managing the employee transition and developing and implementing a communication strategy to maintain workplace morale and retain corporate reputation can be a difficult challenge for organisations to manage.

Three stages of a successful redundancy process


Things to avoid when making redundancies

The sad fact is that your organisation may have little choice at the moment but to reduce workforce numbers. No matter how much you care about your team and want to look after them, if times are tight, you must reduce your business costs or the whole organisation will go under and put your entire staff out of a job.

Five things NOT to do when making redundancies



Value of executive outplacement programs

In response to the current economic climate, many organisations are making executive team members redundant. Executives can face a highly competitive marketplace full of of competing candidates, limited opportunities and an employer's market, and a job search lasting 12 months or longer.

Executive outplacement for extended transitions


How to choose an outplacement provider

Supporting transitioning staff with outplacement services is a worthwhile strategy. It can help to retain remaining staff, protect an organisation's corporate reputation and provide a valuable service to former employees. If you choose wisely among the many outplacement offerings today, you will maximise the return on investment for both your organisation and former employees receiving the service.

How to select the right outplacement provider


Time reductions rather than redundancies

To avoid having to make people redundant, you may be considering time reductions to deal with the downturn. But across the board cuts in employees' hours may not be the best solution for your organisation.

Time reductions won’t save your business



Employees who help companies rebuild after redundancies

A major restructure involves the difficult challenge of deciding who will go and who will stay. Your decision-making should first be guided by considerations such as impact, legal liability and fairness. Once those criteria have been applied, you need to be more strategic to retain the talent required for ongoing success.

Employees who rebuild after redundancies


Making strategic redundancies

Rather than a random cull, ensure your organisation's redundancy process is strategic and above board. Employees should know they haven't just drawn the short-straw. Here are some tips to guide you in the strategic redundancy process.

Making strategic redundancies