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Where Am I -   Management Planning Ahead

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 concerning:

  • 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.

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