Am I - Management
Management - Planning Ahead
Management must decide how big the workforce is to be and to organise
it for maximum efficiency. Careful planning ahead can help minimise
job losses and the disruption this brings, and provide for a more secure
and content workforce. The knowledge and experience of the Trade Unions
and employee representatives should be brought in so that any intended
action can be fully discussed and understood by everyone concerned.
Even if redundancies are not expected, a redundancy policy or agreement
should be established, and must involve the full participation of employee
representatives. All employees should be made aware of the procedures
and details could for example be included in the company handbook.
Depending on the company, the redundancy procedure could include details
- Consultation arrangements with representative bodies.
- Measures for minimising or avoiding redundancy, for example, natural
wastage, limited recruitment, retraining, redeployment, short-time
working, retirement, early retirement, voluntary redundancy, reduction
or termination of temporary staff or contract staff.
- Selection criteria used when redundancy becomes unavoidable.
- Severance terms.
- Relocation expenses.
- Appeals procedures to allow for complaints to be dealt with internally
rather than going to an external tribunal.
- Opportunities for training and job-hunting.
Setting out a redundancy procedure ahead of time is clearly of
benefit to both the employer and employees and in the event of redundancies
becoming unavoidable would make the whole process run more smoothly.