Hrm 530 Assignment 3 Dismissal Meeting

Layoffs are tough for both the employee being laid off and the company for which he/she worked. The situation causes so much uncertainty amongst the remaining employees. The feeling among the employees is; if this happened to them this could happen to me as well. According to Johnson (n.d.), “There is a major disruption in the status quo; relationships are severed, work is redistributed with a probable increase in everyone’s

3. How can an organization maintain its image while dealing with a talent surplus? If layoffs are necessary, what would you recommend managers do to ensure that survivors remain committed and productive?

While having a conversation with the employee the manager should not pay attention to phone, e-mails or anything distracting the manager’s focus on the conversation. This also includes the manager genuinely taking an interest in his or her employee and discussing not just business but include personal conversation. For example when the manager inquires about the employee’s day or family and finds common interest this will promote a healthy relationship and result in trust and friendship.

2. How to ensure that the dismissals are fair and the importance of this to both the employer and employee.

Message 4: It is not uncommon for an employee to be in disagreement with an employer’s decision to terminate employment. An alternative we may try is to set up a meeting of the workers peers and give them the facts of the situation and let them decide if the termination was wrongful. The group of peers would be persons from a location other than the employees own. These individuals would hear the facts of the case from both the businesses’ and the employees. In order to qualify the termination would need to meet certain criteria. It would be required to be an established company guideline or process for which the employee was terminated and store leadership must be able to present all documentation that lead to the termination. This would require leadership to have followed the processes leading to termination. For the employee it would let them have a voice in their termination and to hear whether their peers agree with the employer or the employee.

One way that a manager can help ease the pain of an employee that’s been laid off is to let them know that a layoff may occur as soon as the manager receives word that there may be one in works. This will give the employee a jump start on looking and preparing for their finances and job skills and resume updates. Also if possible grant the employee a generous severance package which could provide economic benefits that reflects management’s

(1) What is suggested mathematically by the fact that employees who received the same performance ratings got different monetary increases?

Fast Serve Inc. is a 25 million company, which employs more than 350 people involved in the direct marketing of branded sports apparel. The company decided to open two online marketing and 10% of the workplace was moved to manage the online distribution. After several months, the company noted that they were being affected by this last measure and was going to have to take steps to ensure that the Company is not affected. I am the senior manager in human resources department and was given the task of having to choose three of six employees for layoffs. As responsible leaders and

I was advised the employee resigned due to the company’s new policy on shift work. All of the production staff would be required to work 4 days in a row,10

1) There are several processes involved in a wrongful discharge. This is a fairly new and quickly expanding area that involves litigation, and this is an area that employers would rather avoid. About 65%-70% of worker’s are thought to be employees at will which means that an employer may fire an employee at any time for any reason, as long as the reason is lawful (Kavaler & Spiegel, 2003, p. 57). In order to avoid litigation employers push for arbitration to assist in settling cases. State laws determine if arbitration is allowed (Kavaler & Spiegel, 2003, p. 58). The risk management director will explore

According to an article written by Lou Solomon, Two-Thirds of managers are uncomfortable communication with employees. As someone in a position in which you are overseeing any number of individuals this is a problem. As a manager it is very important to be respected and trusted and effective communication can play a key role in just how smoothly a business can run. The managerial position is seen as the position in which employees can go to seek help or direction, the problem here is that not enough managers are trained to overcome the challenges of communication.

I have called this meeting because it is my duty to let you know that you has been terminated in our company. This means that you are being laid off and Human Resources will work with you to complete your transition. Here is your official Notice of Layoff. As you may know, we have done everything possible to minimize the impact of these changes on our each department, however, we still need to implement some very difficult decisions. I would like you know that this action is not easily taken, and is made after long and careful review of many options.

Robyn should draft or dictate a memo to be sent to all employees. The memo will include a brief introduction, acknowledge the sad news, and make a request for their support during the transition period. Even though this was not identified as Ms. Gilcrist’s priorities, the act will connect Robyn to her most important audience: her employees.

The options that were covered in the group discussion I feel very informative. When it comes to releasing someone, whether it is a termination or a layoff, it was discussed if training for those types of situations would be suitable, or if one could even prepare to carry out something of that delicate nature. You can train someone how to do anything, but that does not necessarily mean it will be conducted in the manner it was taught. I think it all highly depends on the situation and the individual who is delivering the news to the employee.

For the greatest success of the business, employees need interpersonal communication to connect with their co-workers. A leadership expert, John C. Maxwell (2010) says: “Connecting goes beyond words.” (p. 41). Physically being in the same room, verbally speaking thoughts, engaging in eye contact, and being able to see nonverbal responses are all important and add to a person’s understanding of the message being communicated and feeling a connection. Overall, communicating face-to-face is more natural for employees. An employee knows who is hearing what they are saying and seeing their nonverbal gestures. The employee can either get immediate feedback whether or not the person understands or agrees or disagrees. The communication does not have to be formatted as it does on paper. An employee should still present themselves professionally, but communicating face-to-face is a process, instead of format.