The company threatened mass dismissal of employees

Are there ways to employers using civilized methods to reduce to reduce the legal risks? It turns out there is.

Reduction without harm to health

The company threatened mass dismissal of employees? Firstly, the trouble with the unions. Second, claims and litigation, the deterioration of relations with the executive authorities, nervous atmosphere in the company, the loss of loyalty and so on. D. Reduction of staff always has negative consequences that can affect not immediately and that you can not always predict. This loss of consumer loyalty and loss of worthy image, and the motion to dismiss employees against their organization. Therefore, if there is a need for layoffs, they should be carried out, trying as much as possible to alleviate the plight of reduced staff.

When downsizing is usually the rule "last at the entrance - the first on the way out." Employees who have worked for the organization for a shorter time are prime candidates for dismissal. This usually does not think about the consequences. During the 1998 crisis, many companies have begun to actively develop the total spending retrenchment.

Only single organization, such as Reebok, have kept people moving them at half-time. What happened later? Once in a year the market began to return to normal life, the company laid off employees, started looking for experts, it is not so easy. As a result, firms kept staff, faster and easier to repair, well ahead of competitors. In addition, the company strengthened the loyalty of staff, who even in a crisis taken care of its employees.

Usually business owners with the help of dismissal solve immediate problems, and also in isolation from strategic plans. It may be that now the company has no need for these workers, and six months later it appears. Also, those people who want to save on production start to feel shaky position, and often go away.

It is impossible to expect that the factory, which is scheduled layoffs, staff will work at least "satisfactory". "We have repeatedly asked us to wonder what can be done to people who have announced staff reductions, worked well, - says Svetlana Simonenko, Director of Business Development of the company DeTech, PhD in Psychology. - Nothing canbe done. Absolutely. You can try to do something, but usually it's poor results, people are disappointed, they apathy. And the worst thing about this situation is that they go first, who want to keep. "

If a company is going to upgrade related to the dismissal of workers, we must first find out who can be a vehicle for change. In this case it is necessary to involve advisers who conduct compliance audits. "Recently, we asked the director of a large company, intends to conduct downsizing, and asked to test the abilities of all employees, - says Svetlana Simonenko. - In this approach, you can identify people with amazing abilities, which nevertheless operate on very small positions, such operators.

So there are talented people, which are then tested for ability to learn, willingness to change, the ability to form a team, and so on. D. Such employees may be conduits for new ideas and forms of work. But there are workers who are "carriers of technology," efficient thanks to the experience rather than ability. They do not have the potential to develop. But to get rid of these people - the same thing that cut the branch on which you sit. For these people, too, must hold. As a rule, it is a technology that is highly valued in the market in the sector and which are always happy to accept a competitive enterprise. "

It is necessary that the inevitable cuts was obvious for the staff. The company "Gallaher Liggett-Ducat," for example, has developed the project "Scaling the number of production equipment types of personnel", which allows you to accurately calculate the production quotas for a particular type of equipment for various positions. If the operation of the equipment standards significantly nedovypolnyayutsya - this indicates that the state is inflated. For the head of such a reference to the statistics on the specific numbers can be of great help in talking with employees.

Svetlana Simonenko advises meet with each employee, were laid off. The employer must pay the social responsibility for staff. Needs a consultant who will conduct career guidance dismissed workers, help them find a job. Such procedures necessarily have to be carried out with lower-level staff. More qualified personnel is more likely to be employed on their own, but he needs support.

Innovative approaches to reduce the small companies

Store retailer had to close, which sells souvenirs and gifts, which involved the dismissal of a number of vendors. Store manager held preliminary talks with them and said two variants of possible developments: employees could expect scheduled in a few months the new store opening in another district or quit on their own.

Employees threatened filing a lawsuit in court and at the same time expressed the wish to dismiss them for downsizing. The company began planning for options to reduce staff in the payment of the two-month allowance. It was expected that the final stage of negotiations with the company management staff held safely. Due to the tense atmosphere it was decided to establish a commission to negotiate, consisting of Director of Human Resources, Director close the store and a lawyer.

HR director, rather than relying on information obtained from the store manager decided to listen to employees and their arguments about the impending layoffs. It turned out that the employees would only get two months' allowance, and on the wording in the workbook "made redundant" not one of them insisted. Discharged employees Prize for the work in the amount corresponding to two months' wages, and in the work book made the appropriate entry with the words "on their own".

This option was acceptable and staff, and for the employer. The employer has expended funds in the planned amount, and employees not only received severance pay, but also a record of the dismissal in the work book, which could not prevent their further employment. As is known, the phrase "to reduce the state", employers are often perceived as a veiled evidence of the incompetence of the employee.

This way of downsizing the easiest in small enterprises. But sometimes even large companies are finding the opportunity to negotiate with the employees. "We have two options to solve the problem of redundancies, - says Tatiana Shubina, the HR-director of" Gallaher Liggett-Ducat. " - First - just follow the law. In this case, the procedure is extended to six months.

We must notify the employee of the impending dismissal of two months, to terminate the contract to pay the severance pay for two months, if the person has not found a job, and for the third month, if after five months, he remains unemployed - we again pay him a salary. And if he had not got a fifth month - and the fifth month salary. All this is painful for the employee and for the employer. Therefore, we try to leave with the people on the parties' agreement. We offer a compensation package, more than that, which they are supposed to according to the law. "

The company "Gallaher Liggett-Ducat" offers an employee at a reduction of more than five salaries. Employees have a choice: to go by the standard procedure of reducing or leave the company, received a significant compensation, free up time to devote finding a job and thus normally exist. As a rule, employees choose the second path.

Reduced Production with subsequent employment

Director of Personnel considered that the most difficult to carry out staff reductions in production companies, as the working mentality is significantly different from the mentality of "white collar". "90% of the staff of the production plant - workers and craftsmen. They need to have special skills in negotiation, - says Elena Mayorov, HR Director "Prime Development." - objective reasons should be explained in detail, which caused a reduction and then explain each step of the proposed procedure. "

It is on the production of the most rapidly pass redundancy procedures: a fierce resistance and unwillingness to come to terms with his new fate - classic symptoms sentiments of workers in such a situation. Sometimes it is impossible to cope with the tense situation and using the above methods. To ease the tension, production managers often have to resort to various tricks.

Here is an example. Analytical service printing company has calculated that in the case of working with translation three-shift work schedule on two shifts, the company will get the obvious economic benefits. It was planned to reduce the change of the printers 15. Issuing appropriate orders, production management tried to familiarize employees with them to be reduced. In addition to outright discontent of the working head of production nothing has been achieved: to put a signature under the order of reduction of workers refused.

Or a reference to the Labor Code, no assurances that they will be paid solid benefits, employees are not located in a further conversation with the leadership on this issue. production management turned to the service personnel. The head of service of staff listened to the arguments of employees, and realized that the majority of feared not find a job because of their age, they were mostly men 45-50 years. We all had a great experience, but as in advertisements for job production, which the workers had time to get acquainted, were given strict age limits up to 35-40 years, their frightened by the prospect of the street.

Head of service contacted several similar Printing hoping to make patronage for employees now become the "extra" for their production shifts. Calling a dozen companies, he found again organize production, to which the required printers. Assuring the chief of the department of new production staff that employees fall under the reduction in their company, in fact, are good experts, he agreed to an interview with their Human Resources department.

Workers quickly found a common language with officers of the staff, and with the new head of production. Of course, in this process an enormous role played by the recommendations of the working of the "old" head of personnel services. In this case, the reduction procedure was carried out in strict accordance with the conceived plan, an order signed by all employees, the corresponding allowances paid.

Workers went to a new job within four months after the reduction, as the new production opened by this date. As you can see, all matched, but matching circuit is not accidental. As they say, he who seeks will always find a way out of any, even the difficult situation. The methods may be completely different. The main thing is that employees remain in the working ranks in a good mood, even if another company.

The market is constantly changing: sometimes the company, forced to cut production and lay off people, quickly begins to develop. Competently and carefully conducted downsizing leaves the employer in this case the possibility of appeal to the old-fashioned frames.

One way to minimize the loss in redundancy - it outplacement, outplacement consulting employees across the organization. outplacement scheme, as a rule, is the following: the company pays a recruiting agency for conducting seminars, training downsized employees how to look for a job, for a professionally written resume, as well as for the opportunity to get acquainted with the registered vacancies in the agency. Employment is not guaranteed.