The Redundancy Checklist – a guide for HR managers and employers is a comprehensive good practice guide for making redundancies. It recommends a series of steps to ensure the process is carefully and efficiently managed.
Telling staff their roles are redundant will never be an easy process. With forward planning and care, however, you can increase effectiveness when making redundancies and minimise costs to both your organisation and the exiting employee.
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.
This redundancy notification script guide, with suggested prompts, walks through the key steps of communicating to an employee that their role is redundant in a way that is both respectful and professional.
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.
What exactly are outplacement solutions? Find out about the 5 Ws of outplacement – what, why, who, when and where – and why investing in support is a game-changer for both your business and your employees.
The workplace has transformed over the past few years. Outplacement, traditionally delivered in person, has also adapted to meet the growing demand for flexible access. Remote support offers significant benefits to both employees and employers.
It’s easy for information to get lost in the details. That’s where proactive outplacement support comes in. It ensures employees are aware of the help available to them and directly engaged so they can make the most of it.
How do you select the right outplacement firm? With various services and programs on the market, it’s crucial to ask the right questions to make sure you find the best partner that meets your needs and those of your employees.
When companies are making roles redundant, procuring outplacement services to support affected employees is a positive step towards reducing the impact on people. However, procurement is not enough. Ensuring you are engaging employees in outplacement services is essential for their take-up and effectiveness.
Many organisations turn to outplacement support following workforce restructuring. However, when considering this investment, questions can arise: Is it worth the money? How can we measure the effectiveness? And does it delivers real value?
Outplacement services come in various forms, including individual, executive and group outplacement. Each type offers advantages. Explore the benefits of each approach and how it can result in a more successful career transition.
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.
Choosing the right provider can make a significant difference in how effectively you support your departing employees. But not all companies are the same, and the quality of the career coaching and job search support they provide can vary greatly.
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.
A career transition 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.
Sarah had been with her company for more than 12 years, becoming a respected team leader in the marketing department. But when the company announced a restructuring, her role was made redundant. What could have been a prolonged period of anxiety turned into an career transition success story.
Richard had dedicated much of his career to leading a peak body as CEO. However, when he faced a career transition after redundancy, Richard found himself at a crossroads, unsure of what path to pursue next. This pivotal moment is familiar to many senior executives who have spent years in leadership roles – highly skilled, yet uncertain of their next move.
For many years, Sue enjoyed working in a highly specialised field based in a regional area. Career transition support after redundancy enabled her to find a similar role and negotiate a generous relocation package.
At 65, Alan faced redundancy and feared age discrimination would impact his job search. We helped him update his resume, improve his interview skills and secure multiple job offers.
This professional services company continually reviews its business. As part of ongoing re-alignments of structures and processes, roles are sometimes made redundant. High-quality career transition services reduce risk for our client.
