We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published bySteven Willever
Modified about 1 year ago
Downsizing with Dignity Webinar Presentation
1. TERMS 2. REASONS 3. ALTERNATIVES 4. METHODS 5. AFTERWARDS R.A.A.M.A.T. (Define) D.D.
Terminology Downsizing Rightsizing Layoffs Workforce reduction Delayering Restructuring Upsizing Streamlining Outsourcing Redundancy elimination
Reasons Business losing revenue Reduce overhead costs Automation Outsourcing functions Discontinue Services or Products
Alternatives Increase productivity and profitability Reduce workweek Reduce benefits Freeze promotions and raises Job Sharing Voluntary leave of absence Voluntary retirements and severance packages Attrition Outsource functions Overtime to increase targets (output) Reduce salaries Ask Employees for their ideas!
Process Gather information Review the info Decide on the method Create a new org chart Create the new job descriptions Implementation
Methods Last in First out Performance based Attrition Early Retirement (Buyout incentives)
Implementing Notifications Conducting Meetings Logistics Communication Process Culture External Scripts Debriefing Security
Cycle Acceptance SHOCK DENIAL ANGER DEPRESSION EMOTIONS
Afterwards Transition assistance Counseling (EAP) Access to Internet Resume assistance Time-off to interview
What to consider Relationships –Customers –Remaining staff Workload –Who will do the additional work? –What happens if they quit?
What about the Survivors?
Survivor Cycle Acceptance SHOCK DENIAL ANGER DEPRESSION EMOTIONS
Use Care Can you prove the hardship? Define Business Necessity
Legal assistance –Severance and Release agreements –WARN Act (size of the employer) –EE’s on a protected status Leave of absence Workers’ compensation
Things to Consider Age Gender Employment Contracts Employee Handbooks Union Contracts Personnel policies and practices WARN Act (60 days advance notice) Always have Kimstaff review
What are the keys? Communication Compassion
C reate A R espectivful E nvironment Keep their dignity!
1-1 CHAPTER SIX Managing Employee Separations, Downsizing and Outplacement.
© 2004 by Prentice Hall Terrie Nolinske, Ph.D Managing Employee Separations, Downsizing, and Outplacement.
6-1 Copyright ©2010 Pearson Education, Inc. publishing as Prentice Hall Managing Employee Separations, Downsizing, and Outplacement Chapter 6.
Managing Employee Separations, Downsizing, and Outplacement Managing Employee Separations, Downsizing, and Outplacement MANA 3320 Dr. Jeanne Michalski.
Chapter 10 1 Downsizing and Restructuring. Learning Objectives 2 After reading this chapter, you should be able to: Appreciate the importance of defining.
Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Managing Employee Separations, Downsizing, and Outplacement 6-1 Chapter 6.
(c) 2007 by Prentice Hall6-1 Managing Employee Separations, Downsizing, and Outplacement Managing Employee Separations, Downsizing, and Outplacement Chapter.
EMPLOYEE SEPARATIONS CHAPTER 6 MGT 3513 Introduction to Human Resource Management “My main job was developing talent. I was a gardener providing water.
Human Resources. Overview human resources as a core competency for organizations. HR planning, and HR planning process. four important HR benchmarking.
Before the layoff Make sure it’s necessary Use committee to review Try other measures as appropriate Wisconsin Department of Workforce Development.
HR Practices in a Recession: Exploring the Options OMHRA: September 17, 2009.
MBAO 6030 Human Resource Management Downsizing HR Management MBAO 6030.
Managing Employee Separations, Downsizing, and Outplacement By Muhammad Zohaib Sufyan SZABIST 1.
© 2001 by Prentice Hall Managing Employee Separations, Downsizing, and Outplacement.
Absenteeism “It is the practice of being an Absence and an absentee is one who habitually stays away”
SEPARATION PROCESS Human resource management. What is Separations ? Cost of employee separations. Benefits of employee separations. Types of employee.
Managing People Goal Selecting Employees job description job application interviewing skills- clean/well-groomed good communicator.
Chapter 12 Special Challenges in Career Management.
© 2001 by Prentice Hall 6-1 The Layoff Decision and Its Alternatives Business Needs to Reduce Labor Costs Voluntary Separations Voluntary Work Force Reductions.
Part 6: Staffing System and Retention Management Chapter 14: Retention Management.
Strategic Human Resource Management & Planning MN 301 – Human Resource Management Craig W. Fontaine, Ph.D. Pine Manor College Fall 2014.
Personnel Economics 7 1 Chapter 7: Turnover, Layoffs and Buyouts Is turnover always bad? Which groups should be targeted for layoffs? Downsizing: is it.
Advances in Human Resource Development and Management Course code: MGT 712 Lecture 3.
Downsizing Fall 2008MGMT 412 | DownsizingPage 2 Downsizing: Why? Domestic competition Foreign competition Technological change Change in firm strategy.
Chapter 05 Human Resource Planning and Recruitment McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Human Resource.
1. Part Two: Acquisition and Preparation of Human Resources Chapter 5 - Human Resource Planning and Recruitment Chapter 6 - Selection and Placement Chapter.
REDUCTIONS IN FORCE: Here We Go Again Ashley Scheer Jackson Walker L.L.P. 901 Main Street, Suite 6000 Dallas, Texas (Fax)
Labour Law. Collective Bargaining Union certification means that representatives need to selected to negotiate collective agreement Collective agreement.
McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 4 Human Resource Planning and Recruitment 1.
Human Resource Planning and Recruitment. 3 Stages in HR Planning 1. Forecasting 2. Goal Setting and Strategic Planning 3. Program Implementation and.
1-1 McGraw-Hill/Irwin ©2008 The McGraw-Hill Companies, All Rights Reserved Human Resource Management Gaining a Competitive Advantage Chapter 5 Human Resource.
Keeping it Legal: Managing Reductions in Staff or Hours Jeffrey E. Myers, Esquire One Logan Square 130 North 18 th Street Philadelphia, PA
Chapter 5 Human Resource Planning and Recruitment Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without.
Finances and Career Planning Chapter 2. Section 2.1 Objectives Identify the personal issues to consider when choosing and planning your career Explain.
Dessler, Cole, Goodman, and Sutherland In-Class Edition Management of Human Resources Second Canadian Edition Chapter Eleven Fair Treatment: The Foundation.
Human Resource Management: Gaining a Competitive Advantage Chapter 05 Human Resource Planning and Recruitment Copyright © 2013 by The McGraw-Hill Companies,
Human Resource Auditing. Purpose The purpose of a Human Resources audit is to assess the effectiveness of the Human Resources function to ensure regulatory.
Chapter 10 Human Resource Management and Labor Relations Prepared By Mostafa Kamel.
Chapter 10 – Management of the Employment Cycle The Role of Human Resource Management: Is to ensure that business strategy is followed when developing.
CHAPTER 2 STRATEGIC HUMAN RESOURCE PLANNING. Chapter 2 STRATEGIC HUMAN RESOURCE PLANNING Human Resource Management, 9E Mathis and Jackson © 2000 South-Western.
Reduction in Force Training for Supervisors Reviewed July 2013 Presentation Subtitle/Description Presenter’s Name Date.
Chapter 23 Managing Human Resources 1 Chapter 23 Managing Human Resources ©2008 Thomson/South-Western.
2–12–1 Strategic Human Resource Management Strategic Human Resource Management SECTION 1 Nature of Human Resource Management Chapter.
Principles of Recruitment & Selection Efficient Effective Fair.
PRIORITIES OF COLLECTIVE BARGAINING Budapest, 2-3 July 2012 Mato Lalić.
LEGAL UPDATE Jen (Vogt-Lowell) Dibble, Esq. Allen Matkins Leck Gamble Mallory & Natsis LLP.
© 2017 SlidePlayer.com Inc. All rights reserved.