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Other Added - A Manager's Guide to Managing Redundancy
Trust is the fundamental currency of business. Without trust our economies cannot function. And yet many organisations, teams and individuals struggle with trust. They struggle to gain their customers trust; they fail to develop their employees trust. Without trust stakeholders become cynical, disillusioned and de-motivated. Where they can, they move on. Hopefully to work with others (suppliers and employers) in whom they can trust.How about your organisation? What level of trust do you think you deserve?Here is a short test.Consider how many of the following undermining behaviours are to b
A tribunal is not a pleasant place for any company official, with the benefit of hindsight a tribunal will asks difficult questions; what was a real crisis six months earlier may be difficult to convey to people who have no knowledge of the business or in some cases the industry.
Being seen to be fair
Being a good employer who operates in good faith and with genuine intentions is not enough, such employers are more and more finding themselves having to pay substantial compensation to former employees, some of whom may be undeserving but nevertheless know how to play the system.
UK companies are no longer seen as merely providing employment but as being socially responsible and when a compan
I accompanied a visiting friend from my apartment in Singapore to a taxi waiting downstairs.He climbed into the back seat and promptly sat on a wallet left behind by the previous passenger.My friend looked inside the wallet and found money, credit cards and personal identification. I suggested taking the wallet upstairs right away to call the owner. The taxi driver allowed me to copy down the necessary information…but he wouldn’t let the wallet out of his sight.He did not speak English well, but he made his message very clear. ‘My duty,’ he gestured to explain. ‘She left wallet in my taxi. I must
Many British businesses have been slow to appreciate the full extent of changes that have occurred over the years to Employment Law and continue to adopt out of date disciplinary and redundancy procedures. Lucky for them then that the only people who seem less aware of the changes are the employees themselves; few employees would believe the extent that they are now protected, but that is not likely to last.
With the maximum compensatory award in unfair dismissal cases now over ?50,000 and with tribunals willing to make awards without any regard to a company's financial position, small to medium sized businesses are most at risk.
Part-time and agency workers now have comparable rights as those enjoyed by full time employees and discrimination now carries a much wider definition, with even more to come.
With the introduction of "no win, no fee" legal representation an employee now has little to loose and much to gain by bringing a claim against a former employer. Tribunals do not operate in the same way as a court of law, the company is not 'not guilty' until proven 'guilty' but rather considered guilty until they can prove otherwise. In the absence of real evidence a tribunal will take anecdotal evidence and decide subjectively for themselves as to who, on balance, they believe.
Redundancy guidelines
The redundancy guidelines published by governing bodies and often the advice that is received from employment law specialists is not always as helpful as some businesses might like. Take for example where redundancy guidelines talk of a 'consultation' process, what constitutes consultation is often open to interpretation and what an organisation might itself regard as 'consultation' a tribunal might take as 'a premeditated foregone conclusion'.
This article views the redundancy process from an organisations point of view where senior managers are likely to be under considerable pressure, frustrated and keen to act.
Where fools rush in
Few people, if any, relish the need for redundancies but often there is a desire from management to get a difficult task over with as quickly as possible so that the organisation can move on. Managers need to be educated in the fact that although following the proper guidelines will take longer than just handing out redundancy notices letters the process can bring benefits to the employer if done properly.
In a redundancy situation companies are able to act with complete autonomy, there is no legislative body looking over their shoulders, monitoring the methods used and in the absence of a trade union, employees are unlikely to be au fait with details of employment law. However, if claims of unfair dismissal are subsequently received the procedures and methods a company adopted will be laid bare and heavily scrutinized and the consequences of inadequate procedures penalised.
A tribunal is not a pleasant place for any company official, with the benefit of hindsight a tribunal will asks difficult questions; what was a real crisis six months earlier may be difficult to convey to people who have no knowledge of the business or in some cases the industry.
Being seen to be fair
Being a good employer who operates in good faith and with genuine intentions is not enough, such employers are more and more finding themselves having to pay substantial compensation to former employees, some of whom may be undeserving but nevertheless know how to play the system.
UK companies are no longer seen as merely providing employment but as being socially responsible and when a company
The process to go public via initial public offering (IPO) or Direct Public Offering (DPO) follows a prescribed path. While some elements can be handled simultaneously, there are a number of parts that must be done sequentially. As a result, it will often take between six and nine months for a private company to go public.We have highlighted the major time elements to provide a basic understanding of the process.1. The financial audit: Completing the financial audits is perhaps the most time consuming part of the IPO process. The actual timeframe will largely depend on the current state of your fina
With the introduction of "no win, no fee" legal representation an employee now has little to loose and much to gain by bringing a claim against a former employer. Tribunals do not operate in the same way as a court of law, the company is not 'not guilty' until proven 'guilty' but rather considered guilty until they can prove otherwise. In the absence of real evidence a tribunal will take anecdotal evidence and decide subjectively for themselves as to who, on balance, they believe.
Redundancy guidelines
The redundancy guidelines published by governing bodies and often the advice that is received from employment law specialists is not always as helpful as some businesses might like. Take for example where redundancy guidelines talk of a 'consultation' process, what constitutes consultation is often open to interpretation and what an organisation might itself regard as 'consultation' a tribunal might take as 'a premeditated foregone conclusion'.
This article views the redundancy process from an organisations point of view where senior managers are likely to be under considerable pressure, frustrated and keen to act.
Where fools rush in
Few people, if any, relish the need for redundancies but often there is a desire from management to get a difficult task over with as quickly as possible so that the organisation can move on. Managers need to be educated in the fact that although following the proper guidelines will take longer than just handing out redundancy notices letters the process can bring benefits to the employer if done properly.
In a redundancy situation companies are able to act with complete autonomy, there is no legislative body looking over their shoulders, monitoring the methods used and in the absence of a trade union, employees are unlikely to be au fait with details of employment law. However, if claims of unfair dismissal are subsequently received the procedures and methods a company adopted will be laid bare and heavily scrutinized and the consequences of inadequate procedures penalised.
A tribunal is not a pleasant place for any company official, with the benefit of hindsight a tribunal will asks difficult questions; what was a real crisis six months earlier may be difficult to convey to people who have no knowledge of the business or in some cases the industry.
Being seen to be fair
Being a good employer who operates in good faith and with genuine intentions is not enough, such employers are more and more finding themselves having to pay substantial compensation to former employees, some of whom may be undeserving but nevertheless know how to play the system.
UK companies are no longer seen as merely providing employment but as being socially responsible and when a compan
Managers who delegate regularly and delegate well create a motivating work environment for their employees. But it’s not enough to simply hand off assignments and responsibilities and walk away. The manager needs to stay involved from describing the assignment clearly, to providing ongoing feedback, and finally acknowledging the work of the employee who completed the delegated task. So delegating is not a hands-off strategy or a way to off-load unpleasant tasks.A few months ago, I had an experience as a volunteer at my daughter’s elementary school that highlighted just how motivating (or de-motivating) the dele
This article views the redundancy process from an organisations point of view where senior managers are likely to be under considerable pressure, frustrated and keen to act.
Where fools rush in
Few people, if any, relish the need for redundancies but often there is a desire from management to get a difficult task over with as quickly as possible so that the organisation can move on. Managers need to be educated in the fact that although following the proper guidelines will take longer than just handing out redundancy notices letters the process can bring benefits to the employer if done properly.
In a redundancy situation companies are able to act with complete autonomy, there is no legislative body looking over their shoulders, monitoring the methods used and in the absence of a trade union, employees are unlikely to be au fait with details of employment law. However, if claims of unfair dismissal are subsequently received the procedures and methods a company adopted will be laid bare and heavily scrutinized and the consequences of inadequate procedures penalised.
A tribunal is not a pleasant place for any company official, with the benefit of hindsight a tribunal will asks difficult questions; what was a real crisis six months earlier may be difficult to convey to people who have no knowledge of the business or in some cases the industry.
Being seen to be fair
Being a good employer who operates in good faith and with genuine intentions is not enough, such employers are more and more finding themselves having to pay substantial compensation to former employees, some of whom may be undeserving but nevertheless know how to play the system.
UK companies are no longer seen as merely providing employment but as being socially responsible and when a compan
One thing you have to say about the Internet: It's where creativity and ambition can truly turn anyone into a millionaire.You’ve no doubt heard the stories and maybe even seen some of the advertising e-mail and Web sites offering so-called wealth building systems. Certainly, a lot of the hard sell is just hype. But a surprisingly high percentage of those claims are true. For Online Internet marketers are continuing to rake in fortunes and there's always room for one more.Maybe that could be you.That said, if you are considering a change in careers and looking for information on how to start an Int
In a redundancy situation companies are able to act with complete autonomy, there is no legislative body looking over their shoulders, monitoring the methods used and in the absence of a trade union, employees are unlikely to be au fait with details of employment law. However, if claims of unfair dismissal are subsequently received the procedures and methods a company adopted will be laid bare and heavily scrutinized and the consequences of inadequate procedures penalised.
A tribunal is not a pleasant place for any company official, with the benefit of hindsight a tribunal will asks difficult questions; what was a real crisis six months earlier may be difficult to convey to people who have no knowledge of the business or in some cases the industry.
Being seen to be fair
Being a good employer who operates in good faith and with genuine intentions is not enough, such employers are more and more finding themselves having to pay substantial compensation to former employees, some of whom may be undeserving but nevertheless know how to play the system.
UK companies are no longer seen as merely providing employment but as being socially responsible and when a compan
Employees have been known to take excessive days off leading to production problems for many companies. One of the solutions is employee attendance incentives. These are usually rewards given to employees as an incentive to limit their absences from work to a specified number of days.The perceived benefits of employee attendance incentives are to give the employee some control over their income, and give them a greater sense of responsibility for their jobs. They are also meant to stimulate the employee to work harder than they might otherwise and perhaps find a more effective way to get people to go to work mo
A tribunal is not a pleasant place for any company official, with the benefit of hindsight a tribunal will asks difficult questions; what was a real crisis six months earlier may be difficult to convey to people who have no knowledge of the business or in some cases the industry.
Being seen to be fair
Being a good employer who operates in good faith and with genuine intentions is not enough, such employers are more and more finding themselves having to pay substantial compensation to former employees, some of whom may be undeserving but nevertheless know how to play the system.
UK companies are no longer seen as merely providing employment but as being socially responsible and when a company takes on new employees they are assuming more responsibility for that person than many realise.
Today companies have to be very aware of what their responsibilities are and how they must act. For small companies where the owners may be more entrepreneurial, the business more hand to mouth, there is no provision to allow them to operate in any other way than that expected of larger and more established organisations.
Some managers can often make the mistake of thinking that redundancy procedures do not apply to junior staff and will still issue redundancies on the fly, such action will only expose them to a possible claim for unfair dismissal that they will have every chance of loosing.
A step-by-step guide
To support senior managers a questionnaire has been devised that will guide senior management through the steps required when making redundancies.
By completing the questionnaire a manager will obtain a redundancy procedure checklist and if each step is completed a company can be confident that they will be able to vigorously defend any future unfair redundancy claims they receive.
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