Tag: 娱乐地图AVT

This dangerous redundancy game

This dangerous redundancy game

first_img Comments are closed. Previous Article Next Article This dangerous redundancy gameOn 5 Mar 2002 in Personnel Today Paying your top talent to leave the company and join the opposition is anunderestimated side effect of offering staff voluntary redundancyMany cost-cutting employers are treading a well-worn path: they are offeringtheir staff voluntary redundancy. But it is a dangerous path to walk andorganisations should think twice. The problem with voluntary redundancy is that it takes time. While peopleare thinking about it, the organisation is not operating normally. Managers aredistracted as they try to unearth the 10 per cent of staff who are willing toleave. As this goes on, the majority of staff have little or no businessdirection. It results in the organisation paying lump sums to staff who planned toleave the company anyway. In the worst-case scenario, the organisation pays anemployee a redundancy payment who then promptly gets a new job with theircompetitor. Employees with industry know- ledge, willingness to take risks and who wanta new challenge in life are perfect candidates for the opposition. These arethe people any company needs to succeed, so why pay them to leave? Many organisations think that reserving the right to refuse voluntaryredundancy for talented staff prevents a skills drain. But this usuallybackfires. Once an employee has spent the time thinking about taking voluntaryredundancy they begin to formulate a different future for themselves. Then theemployer turns round and says: “No we can’t afford to let you go”. Itjust makes employees feel cheated and resentful. This will affect theirproductivity and, if the economy takes a further downturn, the organisationwill lose this talent anyway. Furthermore, once employees start asking themselves whether they shouldstay, management has to offer something to keep previously happy staff. Thisdoes not make commercial sense. HR normally knows which staff will opt for voluntary redundancy –long-serving staff over 50 years of age who are already thinking aboutretirement. For them and the organisation voluntary redundancy can be a gooddeal. But the employer could identify these people without going through allthe problems of a voluntary redundancy programme. There are ways of minimising the pain of redundancy and keeping theorganisation successful in the process. HR should focus on the job in hand. Cutfunctions, locations, or subsidiary businesses that will not add value to thefuture of the business. It is an opportunity to shape the business for thefuture in a more competitive world. It is worth remembering that it is the job that is redundant, not theperson. HR should find jobs for the talented people before the announcementsare made, or immediately afterwards. Employers have to keep control of staff who ask to leave, and release thosenot adding value to the business. Also, get everything done as quickly aspossible, work hard to get the functions closed, resources transferred and getthe company looking forward to the future. In short, get the pain over quickly.The staff who are leaving have to be provided with as much support aspossible. Often the services of a professional outplacement firm are needed tocounsel employees and help them find a different future. This is also importantfor those who stay, particularly when it comes to morale. It helps to reassurethem that their employer is treating their colleagues properly. Any organisation that elects for voluntary redundancy because it is lesspainful has its priorities wrong. The best redundancy programme is one thatprotects the interests of all the staff in the company – both those leaving andthose staying. David Bebo is associate director of career management at Marton House Related posts:No related photos.last_img read more