Redundancy occurs when a firm finds that it has a ‘diminished need for work of a particular kind’. When a firm decides that it does indeed have need of less labour, it must follow its own published procedures in making staff redundant and these procedures must be fair and lawful. But if you don't have a redundancy procedure, you will trip!
Any redundancy payment that an employer makes to an employee is part of pay and hence is an expense accounted for on the employer's profit and loss account, taken in the month in which the redundancy occurs.
- Discussing the meaning of ‘talent’, who’s in the talent pool and who’s not
- Discussing the GE 9-box and CIPD 4-box talent matrixes
- Building a model for talent management using the CIPD 4-box matrix
- Illustrating talent management as a continuous process
- Translating job description accountabilities to personal characteristics
- Determining the changes in competencies and behaviours needed
- Identifying critical development to yield required future performance
- Discussing why some people are developable (and others not)
Training is an intervention in the employee’s working life, hopefully to the benefit of both employer and employee. This paper asks what activities are needed to ensure that the training is a success and that learning results. This learning, moderated by the trainee’s motivation on the job, will then generate the desired behaviour change.This paper identifies three phases in training: pre-training, training and post-training, and explains why all three are equally important.
Some use the term ‘entertrainment’ to describe how trainers deliver an enjoyable event without actually imparting knowledge. It's often that way in the training of change management as trainers make the mistake of assuming that change is led by a great leader rather than managed by a great manager with leadership skills. Here's how to avoid training being nothing but a distant memory - and a plastic folder full of slides.