3MER Supporting Good Practice In Managing Employment Relations

Being made redundant or being laid off is a reality for far too many people in this unstable economy, with so many small businesses going bankrupt and so many large corporations moving their operations overseas, even the best workers who have stayed loyal and worked to their full potential are no longer safe.

Layoffs are an inevitable part of any business that affects both employer and employees. Companies usually decide to do layoffs when they have financial problems such as a decrease in their profit, or when they want to reduce their cost by reducing a number of employees. Laying off employees is one of the toughest decisions that management has to makes. Employee reduction is a decision that must be made carefully and with cautious because it not only involves legal issues, but also affects moral in the company.

Administrators are very important for all companies as they are assigned sensitive and specific roles that make certain the company operates at its optimum capacity. At the same time, administrators ensure all employees perform their expected duties within the company. Among all the roles the administrators are assigned, conducting a Reduction In Force (RIF) in the company is one of them. Reduction in the workforce in any company should be handled professionally and amicably whilst ensuring that the company, the administration, and the employees are all in understanding at that point. The termination of an employee’s employment or contract should only take place when a company can no longer sustain the entire workforce in addition to not meeting its goals and objectives. As an administrator, there are several ways that the reduction in force process should be conducted at the same time as observing various laws that protects employees from sudden termination of their employment.

PROPOSE THREE (3) WAYS THAT A MANAGER CAN COPE WITH ANY NEGATIVE EMOTIONS THAT MAY ACCOMPANY AN EMPLOYEE LAYOFF.

Developing a rationale and process for selecting individuals for a layoff is no easy task, and it is fraught with legal and ethical pitfalls (Fallon and McConnell, 2007). Layoffs can result from a wide variety of economic, societal, and technological change. Whenever possible, alternatives to layoffs should be fully explored and considered. Alternatives to layoffs include force reductions through attrition and eliminating any part-time positions in favor of retaining full-time employees. Early retirement is also an option as many employees may be willing to leave the workforce voluntarily with an incentive. Pfadenhauer (2009) recommends making any layoff decisions by analyzing future organizational needs and not by considering any

Secondly, and most important, is the mental impact on the region managers. More than a few will see this as a demotion and I will need a well thought-out plan to communicate the change.

Reduced managerial staff by almost 1000 in order to flatten the management and empower the employees with more duties and authorities. (technology, 2015)

189). Furthermore, the process of alternative solutions that include the layoff process are a temporary amendment that will decrease the moral of the employees with the organization (Duggan, Lewis, Milluzzi, & Milluzzi, 2010, p. 1). In addition, the reduction of employees through the process of layoffs can decrease the service quality for the organization (p. 1).

Although what I have outlined above strays on the extreme side of redundancy, I believe it is important to outline all aspects leading to redundancy as an employer will be sure to manipulate the law in their favour to ensure a redundancy is seen as genuine, and has

The purpose of this assignment is to imagine myself in the role of a human resource manager for a 500 member technology company. My directive is a permanent staff reduction of two individuals. As a group, my team and I have to make a decision and identify the names of the two individuals who we decide to permanently lay off and why they were chosen. This paper will discuss and document what will be done to assist the two individuals who have been let go and assist the remaining employees we have decided to keep.

It is intended in this paragraph to critically analysis how identifying the co job roles for staff retention and identify the non – co job roles and skills that are redundant for downsizing would help Telstra in downsizing 10,000 employees. Especially when downsizing it is very important for the HR person to look into the job roles for the employees and to terminate them as a reason that the job profile is been redundant and therefore, Telstra has achieved their target of downsizing the employees of

of redundancies against the longer term financial benefits to the firm of this process But: such

This essay is basically focused on the telecommunication company Telstra’s business objective, which was set up by the CEO Solomon Trujillo of downsizing 10,000 non-core and redundant jobs roles.

Alternative Plan: Type: Layoff + New Recruitment Plan Criteria : Combination of performance and Seniority

The regression in the nation’s economy has taken its toll on both the private and public sectors. Employee retention has therefore become one of the biggest problems in these sectors. As such, many companies or organisation have had to downsize or reduce their staff strength by laying off some. (Toluwani O, 2008)