REDUNDANCY - 30.04.2009

Approaching reluctant employees

Getting staff support

In a previous article we looked at how you can introduce flexible working practices as a way of avoiding staff redundancies (see The next step). Once you’ve come up with some ideas and considered their potential pitfalls you’ll need to secure employee take-up. It’s much better to have this on a voluntary basis. But some employees may be against your ideas and not see their long-term benefits. So how can you persuade those who may initially be against flexible working?

Doing your sums

Before approaching your workforce, you need to have done your sums; in other words, have put some key facts and figures together to present to staff. In particular, what you really need to get across is: (1) why your trading situation puts them at risk of redundancy; (2) exactly how payroll savings through flexible working can help; (3) what flexible working options you’re offering, e.g. reduced hours and/or homeworking; (4) whether or not you’re offering flexible working options on a temporary or permanent basis; and (5) whether the option is available to all staff.

Tip. Initially, you should offer flexible working options on a temporary basis. If you don’t, you could have the time and expense of recruiting when business picks up again.

Selling your ideas to staff

At this stage, you’re only looking for a voluntary take-up of your proposals so it isn’t a formal consultation for redundancy. So arrange an initial meeting with staff, e.g. via briefings, to explain why you’re in this position.

Not for everyone

It will also be worth explaining that your proposals won’t be appropriate for every employee, e.g. those with key skills who you will need over the coming months. So whilst you will be actively encouraging volunteers to come forward, you’ll still need to retain the right to reject any requests to work flexibly on business grounds.

Tip. Not all employees are in financial difficulties, so actively promote the work/life balance advantages of what you’re offering.

Dealing with dissenters

Ideally, you will have enough volunteers that the risk of redundancy has been allayed; at least for several months. If not, hold another meeting to give your employees an update on the current situation. Make it clear that if you can’t make cost-savings via flexible working that the lack of uptake will create a situation where redundancies will be necessary.

Tip 1. Remind employees that in the current economic climate, temporary changes to their working hours are probably preferable to joining the growing ranks of those competing for jobs. This revelation may be enough to prompt some reluctant “volunteers” to come forward!

Tip 2. Pursuing flexible working options could still be a much cheaper option than redundancy. Plus, you will retain staff skills and knowledge, which is not something you can do with redundancy.

For a link to a previous article on using flexible working practices to avoid redundancies, visit http://personnel.indicator.co.uk (PS 11.09.07).