Planning for Redundancies

David Reid
30th Jan 2009

The first stage of good redundancy planning might be to think about which particular skills and types of experience the business must retain to continue to be effective. This may, in turn, give a good idea as to what sort of selection criteria might be applied if compulsory redundancies are made.

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The first stage of good redundancy planning might be to think about which particular skills and types of experience the business must retain to continue to be effective. This may, in turn, give a good idea as to what sort of selection criteria might be applied if compulsory redundancies are made.

 

We all now know that the UK is officially in recession. Whilst few commentators are bold enough to predict the length or depth of this recession, what is clear is that very many well-run, hitherto profitable businesses in a wide variety of sectors will have to contemplate staff cutbacks this year on a scale that has not been experienced for some considerable time.

 

Whilst many senior managers and directors will be hopeful (or even confident) of riding out the economic storm without making redundancies, the prudent ones will already have tentative plans in place should circumstances change quickly.

 

It goes without saying that redundancy exercises are never pleasant, but it is equally true that some are carried out less painfully and less confrontationally than others. In our experience, the key to successfully implementing a business reorganisation of any type is good planning.

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