Following the increased level of interest in the Redundancy Action Plan from abroad, Recrion was approached by HR eXcel, Asia's Resource for the Learning and Development Community, to feature in their recent online publication.  Read the article here.

For more information on how best to prepare your management team to tackle the difficult issue of redundancies, or to find out more about how an outplacement consultant can help to fortify the support you can give to your business, you can contact Recrion on +44 (0) 1780 484910 or by email.

I was thrilled to get an email from Elizabeth Smith, an L & D professional who has recently achieved her fellowship status of the CIPD.  She has some practical ideas of her own …

I read your article and my honest feedback on it is that it’s really good – very clear, pertinent and helpful, and I hope it gets disseminated more widely than the Training Journal readership!  I think your case study example is great.

I completely agree with your premise that there is a key HR/L&D role in ensuring that the management team is sufficiently trained and supported in handling the redundancies.  This is something that is too often overlooked.

The challenge is providing this training in both a timely and non-rushed fashion.  It’s probably not something that companies want to provide too pointedly until they actually have the need, and then often they don’t want too many people to know about things (often including managers) before the time of announcement!  I guess where there is a consultation period, then this can be used to train managers more openly, although it mustn’t be seen to be pre-empting the outcomes of the consultation.  Also, for the future, perhaps some coverage of this needs to go into general management training programmes – so handling redundancies is one of the potential situations managers are prepared for in advance, alongside disciplinaries, ill-health management, etc..

Your article also challenged my thinking around the situations in which strengths-based as opposed to competency-based thinking can be best applied.  Of course you are absolutely right that using a skills matrix and competency-based interviewing for selection purposes is necessary to be fair and legal in redundancy situations.

For more information on how best to prepare your management team to tackle the difficult issue of redundancies, read Katherine's article in The Training Journal, June 2009.

For a full free copy, you can email or call Katherine on 01780 484910 or visit www.recrion.co.uk/redundancy-case-study

After all, I am sure you don't want to be kidnapped by your employees!  Bossnapping is an industrial action tactic which consists of locking up management executives in their offices overnight and forcing them to return to the negotiating table in a more compliant mood. There have been at least six cases of bossnapping in France in the last fortnight, and the worrying thing is, it works.

Making redundancies in Recrion's experience starts out as a business decision; but managing redundancies requires a human touch and an understanding of the wider implications of the decision.

Recrion's team of HR professionals helps you to communicate openly and honestly with everyone affected by the changes and provides support so that you can make your business stronger, healthier, and create a reputation as a responsible and compassionate employer.

Call us on 01780 484910 for a confidential discussion or visit our website today.

Breaking news…

Recrion is facilitating a government scheme to help employers and employees affected by redundancy.   See if you or your employees are eligible for FREE career's advice and training

"Manage redundancies successfully as part of a change programme" was written by Recrion's founder Katherine Wiid.  "In my experience, no matter how often you have to play "the hatchett man" a little refresher on how to do it sensitively always helps".

Recrion's Redundancy Management Service has helped small as well as large organisations to deal with this stressful and legally challenging task with confidence.  For more information on how we have done this, visit our website or call Katherine direct on 01780 484910.

You can of course sign up for the VIDEOS if you prefer this mode of learning.

Question 20: How can offering someone an alternative job lead to an unfair dismissal claim?

Answer:

To ensure that you don't incur an unfair dismissal claim, ensure that the employee knows that if they want to turn down the new job, they must do it within the four-week period.

Also make sure that any proposed alternative employment is suitable for the employee.

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Question 19: What duties do employee representatives elected for redundancy consultation have?

Answer:

• Represent the views and opinions of all the affected employees in the information and consultation process
• The employer must disclose certain information to the representatives

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Question 18: What happens about redundancy payments if the employee wants to leave early?

Answer:
If the employer does not object, redundancy settlement is not affected.

If the employer objects, then the employer must serve written notice on the employee to withdraw the notice and continue until the original termination date.

In the event of a claim, employment tribunal will decide:

• whether the request for early departure by employee was reasonable
• reasons why employer required employee to continue in employment

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Question 17: How do you minimise the risk of damaging your business reputation?

Answer:

• Poorly handled redundancies can damage customer perception of your brand
• Employees are often customers as well as workers
• Provide outplacement support to leaving employees and keep the remaining staff motivated and engaged

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Question 16: How do I break the news of redundancy?

Answer:

• Individuals react in different ways
• Prepare for several eventualities
• Be compassionate, firm, empathetic
• Balance the organisation's perspective with your own values and beliefs

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Question 15: How is an employee’s pension calculated in a redundancy situation?

Answer:

• Pension accruals must be included in a severance payment
• If part of the severance is transferred into employee’s pension scheme no NI is payable
• If an employee is aged 50 before 6 April 2010, they can take benefits from their 50th birthday

For further reading download 7 FREE articles written by Industry experts.