| With news of a "double dip" recession, more short | | | | * No sensitivity in breaking the new of |
| time working, further redundancies and | | | | forthcoming redundancy |
| unfortunate business closures, it is not surprising | | | | * No apparent logic to who is made redundant |
| that many employees - staff, managers and | | | | and who is not |
| leaders alike - have become nervous about what | | | | * Little or no support to find a new job. |
| the future holds for them. It is understandable | | | | * No opportunities for retraining. |
| that this will cause some people to become | | | | * Redundancy payments handled incorrectly. |
| distracted and therefore not completely focused | | | | * Broken promises from managers. |
| on what needs to be achieved. A potential | | | | * Leaving the organisation's premises without any |
| consequence of this is that they become less | | | | recognition or thank you from their manager. |
| productive, less creative and take fewer risks, | | | | It is important therefore that managers are given |
| which is obviously not what a business needs in | | | | the appropriate management training and support |
| the current climate. It becomes an | | | | to help them deal with the consequences of a |
| ever-decreasing cycle of less productivity, poorer | | | | business restructure. For example they need to |
| results and potential job losses, and it is hard to | | | | be able to: |
| see a way towards breaking the cycle. | | | | * Give appropriate time, attention and |
| It is even more important now than ever before, | | | | sympathetic support to affected staff. |
| therefore, that managers are trained not just to | | | | * Help staff to focus on the future and not dwell |
| recognise the 'mood' of their staff, but that they | | | | on the past. |
| are also given the skills and capability to influence | | | | * Give practical and useful advice and guidance |
| the motivation and morale of their staff in a | | | | about how to find a new job. |
| positive way. There is no doubt about the fact | | | | * Demonstrate independence and not collude with |
| that some business will have to restructure and | | | | staff. |
| make staff redundant, but the way managers | | | | Management training and development can |
| handle this sensitive and emotive issue can have a | | | | therefore play a vital role in a successful |
| big impact not just on those who leave, but also | | | | restructure. Cutting back on training costs will only |
| on the morale and commitment of the staff who | | | | worsen the situation, but investing in training will |
| remain. | | | | help managers deal with the effects of |
| One of the key characteristics of how successful | | | | redundancies sympathetically and appropriately, |
| organisations perform after any such restructuring | | | | and it will also enable them to keep an eye on the |
| is how the employees who remain feel that their | | | | mood and motivation of their staff who remain. |
| colleagues who left the business were treated. | | | | After all, you want staff who leave the business |
| Organisations whose staff felt that their | | | | to be prepared to recommend it to potential |
| redundant colleagues were treated poorly often | | | | employees in the future, as well as needing to |
| subsequently struggle with low levels of employee | | | | maintain the productivity and commitment of |
| motivation and productivity for a while after the | | | | those who remain, if the business is to have a |
| restructure. Treating people 'unfairly' can range | | | | hope of riding out the current recession and |
| from a number of things. For example, redundant | | | | moving forwards into a successful future. |
| staff may have experienced: | | | | |