Redundancy: How to make the most of a difficult situation, an employer and employee’s perspective

The word redundancy is generally not synonymous with good times, and is a stressful situation from both an employer and employee perspective.

Managing this difficult situation effectively is always a challenge, as the wildcard in the situation is human emotion, and we can never be sure how people will react to a redundancy announcement.

Could you manage the human impact of a global restructure?

In the last week or so, we have read about the massive global restructuring projects about to be undertaken by both Malaysian Airlines (6,000 redundancies) and HSBC Bank (60,000 redundancies). Both of these announcements are transformational to the respective organisations and will have a profound impact upon the employees leaving the organisation, as well as those who remain.

Four practical steps to manage a successful restructure

Organisational restructures are a catalyst of change; providing opportunities to improve efficiencies in the workplace and career prospects for employees. That is, if the restructure is managed effectively.

The problem is that by nature people are averse to change. Rather than seeing the opportunities that can arise from a restructure, employees are wired to perceive it as a threat.

Empower your employees to take control of their career

At the end of the day, employees and employees alone, are responsible for their own career management and balanced lives.

Organisations, however big or small, good or bad, are inherently designed to get as much as they possibly can out of their employees. If an employee is not in the frame of mind to take control of a work-life balance they want to lead, then someone else will do it for them. And chances are, their ideas of ‘balance’ won’t align.

Acknowledging generational differences encourages effective change management

Over the course of 2014, we have surveyed numerous HR practitioners over all three levels of Government in an attempt to better understand the correlation between generational groups and reactions to change.

The findings from our research were validated by an article which appeared in last week’s AFR, ‘Gen Y’s work ethic is OK.’ It discussed Tamara Erikson’s own research into generational differences and how they will continue to impact the workplace. Erikson, a world leader in generational studies, has examined the impact of ‘influences’ on generations and the way they view the world.

The technology revolution: will your skills be relevant tomorrow?

I recently read an article by Alan Kohler which highlighted the technological revolution at our doorstep and the indiscriminate impact it will have on all forms of labour.

There is no denying that our employment landscape is radically changing. The normalisation of robots, 3D printing, and other super smart technological innovations in the workplace are slowly replacing human jobs. Their low cost, high productivity, and negligible margin for error are too compelling to resist and are increasingly becoming vital in order for businesses to stay competitive.