G Williams is a chain of twelve stores based

1 ] Management of an effectual redundancy programme:

The cardinal considerations in planing and implementing an effectual redundancy programme include guaranting that all relevant redundancy Torahs are complied with [ 1 ] , guaranting that those workers who are made redundant are assisted in happening alternate employment, helping those who are affected to retain self-respect [ 2 ] and guaranting that those employees who are non made redundant are assisted in coming to footings with the alterations which are an inevitable effect of such a programme [ 3 ] .

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Sing the legal duties environing the execution of a redundancy programme in the UK ; the relevant statute law to see includes the Employment Rights Act 1996, the Trade Union and Labour Relations ( Consolidation ) Act 1992, the Collective Redundancies and Transfer of Undertakings ( Protection of Employment ) Regulations 1995 [ 4 ] , the Collective Redundancies and the Transfer of Undertakings ( Protection of Employment ) ( Amendment ) Regulations 199 [ 5 ] , the Employment Equality ( Age ) Regulations 2006 and the Corporate Redundancies ( Amendment ) Regulations 2006.

In visible radiation of the high Numberss of prospective dismissals involved in this redundancy programme, viz. one hundred and fifty, the relevant definition of ‘redundancy’ is the 1 contained in the Employment Rights Act 1996 refering to ‘the right to be consulted: ’ “ dismissal for a ground non related to the person concerned or for a figure of grounds all of which are non so related. ” In order to avoid the possible fiscal load of holding to pay each of these persons the statutory redundancy bundle, G Williams might seek to reason, for many of these employees, that the ground they are being dismissed, instead than simply a consequence of retrenchment, is due to the fact that they were frequently idle, passing considerable periods of clip standing around making nil and, due to their general deficiency of pro-action, delivered a hapless degree of client service. Whilst this is surely an option for G Williams, it would be difficult to convincingly keep this place ; after all, if 150 employees were all at the same time neglecting in their similar employment responsibilities, so this would indicate to hapless direction and preparation, instead than inherently dysfunctional staff, and would besides raise the inquiry as to why G Williams have merely now decided to end all of their employment contracts simultaneously- such an question would shortly uncover the truth that senior direction have decided to shut all but three of their shops, and that this pseudo-justification is nil more than a fake to avoid holding to pay each of the redundant employees the necessity ( and statutory ) fiscal compensation. On top of this, such a dishonest attack would hold a potentially inauspicious impact on those employees who have non been made redundant ; they may no longer esteem the company and may therefore subconsciously present a less than optimal employment public presentation. Let us therefore proceed with the premise that G Williams will take to follow an honest attack to this redundancy programme.

G Williams must make up one’s mind whether they will merely continue with their redundancy programme on an ad hoc footing, or whether they will implement a more formal policy or even understanding in this respect. ACAS ( 2004 ) suggests that employees should be made cognizant of the fact that their redundancy is on the cards and the processs that such a redundancy will affect. It is non hence advisable for G Williams to follow an ad hoc attack to the execution of their redundancy programme. Likewise, in visible radiation of the fact that the company do non wish to go on to allow the Store Workers Association to move as an employee force in their workplace, it does non do sense to follow a redundancy understanding through audience with this Trade Union. The most appropriate redundancy programme in this instance is hence the formal policy and process programme: policies and processs sing employee redundancy should be designed, without audience with the Store Workers Association, and made available to all their employees.

It is of import to observe that non all of the 150 prospective redundant employees will measure up for statutory compensation ; such compensation is limited to those employees who have been in full- or parttime employment with G Williams for at least 2 ( uninterrupted ) old ages [ 6 ] .

It is besides of import to observe that statutory redundancy bundles may besides be available to those employees who are being asked to re-locate, i.e. those employees who presently work in one of the shops which is traveling to be closed down and who are being offered alternate employment in one of the staying three shops. Generally, an employee who refuses to accept an alternate employment place will give up his or her right to redundancy wage, but this is non the instance if the ground for refusal is sensible ; for illustration, if the new place requires geographical re-location, a significant lessening in rewards or hours, so refusal will be deemed sensible and that employee may be treated as holding been made redundant by the company. The employee is entitled to give the new place a attempt, without losing his or her rights to subsequently decline because, for one illustration, the new travel agreements are non working out.

Having published a formal redundancy policy, G Williams are under a responsibility to move randomly in choosing those employees which will be made redundant. The choice procedure does non hold to be random, and will include considerations of employee specific public presentation [ 7 ] , but can non be based upon considerations of ‘employee difficulty’ arising from that employee simply seeking to asseverate their legal employment and/or Trade Union rights, on the footing that they are pregnant, or on any other evidences which might, under the Sex Discrimination, Race Relations or Disability Discrimination Acts, be considered prejudiced. Employees who have been unsuitably selected by G Williams for redundancy may be able to successfully take the company to tribunal for unjust dismissal, irrespective of the rationality of the implicit in fortunes of redundancy.

Having selected the employees to be made excess, and besides those who will be offered [ 8 ] alternate employment in one of the staying shops, the company must so follow the appropriate statutory dismissal processs refering to redundancy. The phases in the process affect presentment [ 9 ] , permission of standard dismissal entreaties, hunt for alternate employment, permission of paid clip off work for employees to happen their won alternate employment, compensation, reding and support of these employees who are to be made excess and the same support for those employees who will stay working for the company but who might be adversely affected by the extremist alterations involved with, for one illustration, resettlement and, for another, holding lost certain close work co-workers and friends.

There are many illustrations of successful [ 10 ] and unsuccessful commercial redundancy programmes, although G Williams should be advised that if they follow all of the statutory processs, as listed above, so they are more likely to happen success than simply copying a programme which may hold been successful for another company in the past, but one which was designed with the specifics of that company in head.

2 ] How should G Williams derecognise the Store Workers Association? Is it a good thought? How might the management/employee audience group operate?

Partss IV and V ( paragraphs 96-133 ) of the Employment Relations Act 1999 allow for derecognition of trade brotherhoods with a bargaining unit such as the employee-base of G Williams. There are several ways that such derecognition can be effected, but in visible radiation of the fact that both the company, and the bulk of its employees would wish to see the trade brotherhood replaced with an internally administered management/employee audience group, I would rede G Williams to keep a ballot amongst its staff ; if over 40 % of the workers support derecognition so, the CAC will declare the brotherhood derecognised to carry on corporate bargaining on behalf of the workers ( House of Commons, 2000 ) .

Alternatively, G Williams could bespeak expiration of the Store Workers’ Association automatic acknowledgment on the land that, at 82 % of the employees non being a member of the Union, the Union rank in this bargaining unit has fallen good below 50 % . Upon such application, CAS will themselves look into whether this contention is accurate, and they will keep a ballot before officially decertifying the trade brotherhood.

I would propose that, in visible radiation of the fact that many of the employees would wish to see such derecognition, non merely that it is a good thought for G Williams to continue in this manner, but to make so via the first path ; if the employees back up this move, a direct ballot will non merely rush up the procedure of derecognition, but will let the workers to experience that they have had a direct democratic function in doing this determination. Whilst the 2nd process path besides requires a ballot, this ballot is non orchestrated by G Williams, but rafter CAS, and hence the employee attitude to this determination will non be as potentially supportive.

It should be noted nevertheless, that anterior to keeping such a ballot, G Williams should plan and implement their ain internal management/employee audience group ; after all, this status accompanied the support which most employees gave when asked of their sentiment on derecognition of the Store Workers Association.

Such management/employee audience groups have been used with great consequence in the yesteryear ( Patchen, 1965 on TVU ) , and besides in the present ( e.g. RSC ) . Such a audience forum operates merely by leting the employees of each G Williams shop to elect a representative who will intercede with senior direction on their behalf. Regular hebdomadal meetings between the senior direction of each shop and their several employee representatives should be scheduled, and during these meetings understandings may be reached refering to employment related issues. Each twelvemonth, the employees should be given an chance to re-vote for a new representative to let each member of staff to experience like they excessively have the chance to hold their voice heard.

3. What should G Williams expression for in naming the three Shop Directors?

Constructing upon the observations of the Operations Director, I would propose that G Williams should name persons who demonstrate existent leading qualities, including a pre-disposition to be pro-active in their attack, every bit good as a degree of creativeness to be able to happen advanced solutions to jobs as and when they arise.

G Williams clearly does non wish to name the former directors into these three new functions, after all, these peculiar employees did non show the necessary qualities, as listed above. G Williams nevertheless should endeavor to happen prospective directors from their bing staff-base ; after all, they are under a responsibility to happen their excess staff alternate places in the company, where possible, and it is non easy to reason that this responsibility was suitably performed ifnewemployees are drafted in at the same clip as doing so many bing employees redundant. Besides, to outline in new directors might sabotage the morale of those employees who have non been made redundant- they may experience aggrieved that many of their friends and co-workers were dismissed in the face of these new assignments. G Williams might utilize this hunt for three new shop directors as a manner of extenuating the negative feelings which are bound to attach to their redundancy programme ; if the employees who have non been made excess feel that they might hold the opportunity to be promoted to direction place, so they may concentrate on this facet of their relationship with the company, instead than on the negatives of redundancy and occupation security in general.

Obviously, if there truly are no suited campaigners within the bing staff-base, so G Williams will hold to outline in three suited campaigners and face the inevitable effects of so making.

4 ] What are the likely impacts of these proposals on employer-employee relationships?

Throughout this study, the likely impacts of each proposal on the employment relationship at G Williams has been discussed in item. In decision, I would reason that there is no ground, particularly if those employees who are non made redundant are made to experience sceptered ( e.g. through vote for representation, and besides for application to the new places of shop directors, as discussed in [ 3 ] ) , that the employer-employee relationship should be significantly damaged or undermined by G Williams necessary redundancy programme ; at all phases G Williams should run openly and transparently, and explicate why such alterations are needed if the hereafter of the company is to be successful in its ever-competitive market-place. The formal redundancy processs should be just and indiscriminate, and G Williams might profit from offering more redundancy compensation that the mere lower limit which the legislative act dictates ; this is common pattern in the modern UK concern, and one which once more makes the employees feel like they are really cared for by G Williams.

References/ Bibliography:

Defra, ( 2005 ) . End Project Report and Lessons Learnt from the HRI Restructuring Project. February 2005. Available online at hypertext transfer protocol: //www.defra.gov.uk/science/documents/publications/HRI_EndProjectLessonsLearnedReport.pdf

ACAS. ( 2004 ) Redundancy managing. Advisory brochure. Rev erectile dysfunction. London: ACAS. Available at: hypertext transfer protocol: //www.acas.org.uk

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House of Commons, ( 2000 ) . Trade Union Recognition. Research Paper 00/55. Available online at hypertext transfer protocol: //www.parliament.uk/commons/lib/research/rp2000/rp00-055.pdf Rothwell, J. ( 2000 ) How to interrupt the intelligence of redundancies. People Management. Vol 6, No 23, 23 November. pp46-48.

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