Your staff are going to have a whole series of questions which you will need to address as you go through the redundancy process. We've pulled together some of the more important questions that you are going to be asked, and presented them for you here. They range from questions about contractors to simple things like whether companions can attend meetings.
All firms make jobs (and those employed in them) redundant. Redundancy is normal. It’s the manager adjusting the firm to match the new environment in which it trades and operates. But redundancy is complex. It can kill the firm if badly run. Tap our experience to run safe. This white paper shows managers how to implement a fair and robust redundancy process that dismisses the right people. Call us for more.
Around 80% of UK managers are untrained in people-management. Just think about the improvement in your organisation's lot if it were the other way. We offer a nine-month programme covering hiring, managing and developing people in 18 webinars and 3 workshops. It's for managers who want the Level 7 knowledge and skills without the assessment from formal courses. And it's completely free of charge. Can you think of managers in your own firm who don’t have the skills and knowledge to effectively manage people?
The issue is not if a four-day week would be beneficial to the nation and to its people. That argument’s been made and there are plenty of examples of how well it works. The issue is that our firms are incapable of reducing the working week because shareholders aren’t in it for the long term. And our employees aren’t prepared to earn less or invest in themselves either. It's impasse - but here's an action plan.
All managers will interview candidates for jobs with their firm. Each interview, as the single selection instrument, must be designed to give evidence against all decision criteria. Interview alone is unable to be that good. Indeed, no single selection instrument is that good. We recommend the use of a number of ‘tools’ to support the interview. Read about those tools here.
Some owners think of selling ahead of time and set dates and plans. Some get to a point where they’ve had enough. Others unexpectedly realise that the firm has huge value and decide to cash in while they can. And when owners elect to sell, everything happens quickly – and often without thought for the employees. This blog highlights actions to secure enterprise and asset value when selling a firm or its assets.
There are four primary instruments that should be used to conduct a robust selection process during recruitment - the aptitude test, the personality profile, work sample tests and a structured interview. This blog focuses on the personality profile, which is one tool in a suite of psychometric tests.