Redundancies are often a difficult yet necessary part of the organisational change cycle. However, when poorly planned, redundancies can have a devastating impact on both the employees impacted by redundancy, and the ones left behind.
In an article published in BRW on 19/11/12, Fiona Smith provides an interesting commentary on the impact of the ‘casualisation’ of the Australian workforce from both an economic and social perspective.
It highlights the arguments used by employer groups and unions both for and against the growing trend of casualisation.
Times of organisational change can be difficult for the entire organisation, impacting not only employees transitioning out of the company, but also those remaining. It’s therefore unsurprising that supporting employees through this transition is often the number one priority of an HR manager, even if it means failing to consider the ROI of outplacement.
In fact, in our recent outplacement survey, nearly 80% of HR managers indicated that concern for the welfare of transitioning employees was the key driver for providing outplacement services during a redundancy period. Another important factor was minimising the impact on remaining employees.