The Redundancy Checklist – a guide for HR managers and employers is intended as a good practice guide for making redundancies.
It recommends a series of steps to ensure the process is carefully and efficiently managed.
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. This article provides advice to guide you in the strategic 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.
A major restructure involves the difficult challenge of deciding which roles to let go. 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 skills required for ongoing success.
‘Survivor syndrome’ describes the physical and psychological impact of redundancies on the remaining staff who didn’t lose their jobs. A lot depends on the individual, but those who remain often encounter one – or several – of the following emotions.
To avoid having to make roles 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.
The sad fact is that your organisation may have little choice at the moment but to reduce workforce numbers. If times are tight, you must reduce your business costs or the whole organisation will go under. Here are five suggestions for what NOT to do when managing a redundancy process.
Those tasked with telling someone their role is redundant can suffer too, and often in isolation. Making roles redundant is about more than change management and correct procedures.
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. However there are ways of wording non-compete and other restraint clauses to protect your business.
Including outplacement as part of your employee value proposition (EVP) is a great way to highlight to future employees how well you look after your people, even during the most challenging times.
Employee assistance programs (EAPs) have become somewhat of a workplace panacea. This can lead to an expectation on EAPs to provide whatever the client requests. This includes specialist outplacement services following redundancies.
Supporting transitioning staff with outplacement services is a worthwhile strategy. If you choose wisely, you will maximise the return on investment for both your organisation and former employees receiving the service.
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.
Outplacement can do more than help people move smoothly into a new job. It can also be an opportunity for professional assessment and career development, and can even be a chance to consider alternative options.
Some facts about career transition and redundancy are hard to dispute. When it comes to outplacement myths, however, there are a few that are much easier to challenge.
An outplacement consultant’s role is to help you find a new job more quickly than if you searched for a job by yourself. Outplacement works. And the harder you work at it, the sooner you will get positive results.
Accepting outplacement help can benefit you at every stage of a job search. From coping with change to assessing your options, writing a resume and right through to negotiating a job offer.
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