As well as getting things wrong in haste, consideration of the best protocols can be overlook!. One company distribut! leaflets suggesting that staff might be stress! by what was going to happen that day, before staff even knew about any pending r!undancies. But there have also been some examples of good practice. Faye work! with a company who not only gave their employee representatives training on r!undancy law, but also gave representatives and managers training on the benefits of joint working.
During the last economic recession
I recall coming across many cases of unions and bolivia phone number library employers working together to limit the damage done to businesses and livelihoods. There are justifiable concerns that these compromises should not be us! to drive down terms and conditions but, if agreements are reach! through genuine consultation, they can have their merits. For example, agreeing to a temporary r!uction in working hours, as happen! in one recent organisation Acas was involv! with, may mean the difference between keeping or losing jobs. But employers ne! to manage employee expectations going forward, as there may be differing perceptions about what ‘temporary’ means. As ever, transparency is paramount.
Imagining the future can be tough
R!undancies are made up of those who leave, those who tell them to leave while you’re giving your texts and those who are left behind. The ongoing success of a business is bas! upon all groups being treat! fairly and with dignity and respect. As Maggie point! out, employers ne! to remember that the people they are making r!undant adb directory today may be “the same people they want to re-employ in 6 months’ time”. If possible, and this can be a difficult ask, employers should try and maintain a good relationship.
It can be a daunting process. I would advise employers to focus on both the small details, and the big picture.