Support for Businesses and Their Staff in Times of Redundancy
Support for Businesses and Their Staff in Times of Redundancy
Therefore it is essential to provide a supportive framework for employees pending redundancy. There are the obvious allowances an employer has to provide, for example providing sufficient time for staff to search and apply for new positions and attending interviews.
To uphold morale within the company consider the following actions:
• Demonstrate that you are handling all redundancies fairly and with sensitivity
Provide coaching support to assist individuals in dealing with the shock, and to assist them with their next job finding steps. To keep costs at a minimum, it would be beneficial to purchase a coaching toolkit, such as ‘My Next Career Options - How to manage redundancy effectively’. This can be delivered by internal training and coaching staff or provided as a self-help guide with additional support if required. This provides continued commitment to all employees, and at least leaves lasting impression to those who have been made redundant.
Coaching can also maintain morale with employees who remain, therefore providing greater profitability to the business. They may feel distrustful if friends have been made redundant, and may also experience survivor’s guilt. You could consider anonymous telephone coaching sessions or regular drop in clinics.
• Take action to counter negative publicity
Tell suppliers and customers at the same time as you tell the workforce, so all parties involved do not feel left out of being involved. Make sure you explain the reasons and the long-term benefits. It is advised to issue respectful press releases to the local press and to appropriate trade journals to avoid distasteful coverage and rumors.
• Manage the Expectations of Staff Under Notice of Redundancy
Consider inviting staff who may cause unrest to others to leave before their notice is up with pay in lieu. Legal problems may arise if you let them go before the consultation period is over. Disgruntled leavers may behave negligently or even maliciously. People under notice should not be made responsible for key customers, essential machinery or confidential databases.
Support for Businesses and Their Staff in Times of Redundancy - To learn more about this author, visit Emma White's Website.
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A shift in the economic or business climate, a merger or a relocation can lead toe redundancies. A whisper of the word itself can send shockwaves throughout the department and even whole company. Staff will inevitably worry about their future employment status, and communication handled ineffectively will likely damage overall morale.
Therefore it is essential to provide a supportive framework for employees pending redundancy. There are the obvious allowances an employer has to provide, for example providing sufficient time for staff to search and apply for new positions and attending interviews.
To uphold morale within the company consider the following actions:
• Demonstrate that you are handling all redundancies fairly and with sensitivity
Provide coaching support to assist individuals in dealing with the shock, and to assist them with their next job finding steps. To keep costs at a minimum, it would be beneficial to purchase a coaching toolkit, such as ‘My Next Career Options - How to manage redundancy effectively’. This can be delivered by internal training and coaching staff or provided as a self-help guide with additional support if required. This provides continued commitment to all employees, and at least leaves lasting impression to those who have been made redundant.
Coaching can also maintain morale with employees who remain, therefore providing greater profitability to the business. They may feel distrustful if friends have been made redundant, and may also experience survivor’s guilt. You could consider anonymous telephone coaching sessions or regular drop in clinics.
• Take action to counter negative publicity
Tell suppliers and customers at the same time as you tell the workforce, so all parties involved do not feel left out of being involved. Make sure you explain the reasons and the long-term benefits. It is advised to issue respectful press releases to the local press and to appropriate trade journals to avoid distasteful coverage and rumors.
• Manage the Expectations of Staff Under Notice of Redundancy
Consider inviting staff who may cause unrest to others to leave before their notice is up with pay in lieu. Legal problems may arise if you let them go before the consultation period is over. Disgruntled leavers may behave negligently or even maliciously. People under notice should not be made responsible for key customers, essential machinery or confidential databases.
Support for Businesses and Their Staff in Times of Redundancy - To learn more about this author, visit Emma White's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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