The paper develops an action plan towards maintaining quality and reducing costs. Due to the limited resources at least 20 percent of the workforce will be reassigned or eliminated. The plan develops and address the precise consideration and actions in addition to the impact of the lay-off on the budget. Communication will no doubt play a central role in the entire action plan towards implementing a realistic and achievable action plan.
Action Plan and Implementation
The Human Resource Department will undertake the process of reassignment or elimination. The first step will entail notifying the responsible person within the HR department of the necessity to reduce or reassign employees within the organization. It is crucial to undertake a timely communication plan with the affected employees concerning the reassignment or elimination. One of the most critical aspects of the action plan is to conduct a post-elimination or reassignment action to ensure that the notified employee posts are precisely reflected in the daily workday of the organizations' activities. The concerned leader will have several duties and responsibilities towards elimination and reassignment. The leader will assist responsible department in listing the affected posts. The leader will also ensure that an appropriate communication plan and style is applied in relying on the reassignment/lay-off to the affected employees. One of the most critical features of the action plan is to ensure that convincing reasons are given for the planned lay-off/reassignment. The affected employees will be given a signed lay-off/reassignment letter. It will also be essential to determine the worker's elimination/reassignment option that is acted on and recorded. In the case of complex elimination/reassignment, the concerned leader will involve the Labor relations with the right reasons for the removal, how the positions were noted, and alternatives to the elimination. It will also elaborate on how the organization approached the entire process.
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Initiating the elimination/reassignment
During the planning, the elimination/reassignment request will be made known at least two or three months before the actual day of elimination/reassignment. The undersigned leader will review the entire elimination/reassignment together with the HR Department. Often if the situation involves complexities, more planning will be required, especially between the various concerned departments.
Elimination/Reassignment Planning
During the planning, appropriate records will be maintained. The records will entail the entre lay-off/reassignment plan, notification planning, and post-elimination planning.
Communication: The responsible leader will make sure that all employees receive information about the reassignment/elimination and how the entire exercise will affect their working and daily engagement. All requirements will be addressed such as language interpretation and alternative formatting styles during the process.
Upholding the responsibilities that support the objective of the exercise : It will be essential to prioritize and identify the department that will have the most responsibility of the practice.
Positions to be affected : For every employee/job that would be affected, it will be essential to provide the rationale for the elimination/reassignment in line with the position of the organization. These may include limited resources of the organization and merging of posts. During this stage, plans for implementation will be identified. The budgetary evaluate positions of the organization will be evaluated to determine the compensation exercise for employees who will be eliminated.
Position modification : The concerned personnel will identify the relations in line with the positions that will be affected by the exercise. This will be important to consolidate functions, eliminate redundant features, and reduce unnecessary administrative aspects of the organization.
The items needing particular focus; the personnel will record and identify those items that may be categorized as sensitive and plan a service change in line with the organizations' policy. It will also be critical to put into consideration the organization's professional staffing plan and strategies.
Communication Planning
All through the planning, competent and open communication is essential ( Goyer et al., 2016). The best and most effective communication style will be direct face to face interaction where the concerned employees are reached out directly. All affected employees will be called for a face to face meeting with the management to address the outlined plan. In the meeting, the employee and personnel will address and discuss all aspects of the action plan in addition to any pending aspect of their employment and well-being in the organization. For those who will be remaining, the meeting will majorly address their new roles in relation to the new set objectives and organizational structure. For the employees being laid-off, the meeting will primarily address their benefits, remuneration; and general gratitude for their contribution in the organization. Inefficient communication strategy may be counter-productive. For example, if employees feel that there is some information held from them, they may not trust the entire task and may not corporate fully. The communication exercise and strategy should be authoritative, honest, inclusive, responsive, and timely. According to Ulmer et al., (2017) all employees should be allowed to discuss, ask questions, comment, and have their input in the planning. For example, in case there is going to be service alterations, it will be essential to share the information openly with the clients.
It will be vital to tailor the communication plan with the position of the organization and inform the affected employees on how the decision has been made. The communication plan will entail effective listening to the concern of the employees especially issues concerning the action plan that is not clear. The strategy will be undertaken in an open forum in which the employees will hold a one-on-one meeting with the employees. The meeting will comprise both the reassigned and eliminated employees. For the eliminated employees, the management will plan a direct employee to head of department interaction. The interaction will look forward towards addressing any pending issues not yet addressed. According to Goyer et al., (2016) employees should be made to understand the reasons for the exercise and more so how it will affect their wellness. The action plan will be drawn up on the company’s employee notice board for clarity to enable the employees understand the basics of the strategy. All pending issues will be discussed in personalized meetings that will involve a HR representative and the undersigned employee.
Planning Employee Reaction
It will be essential to plan for the employee's reaction to safeguard any backlash that may derail the entire process. Employees remaining will be supported during the planning. All aspects of their well-being will be be deliberated on and outlined.
Implementation
During the implementation of the exercise, support will be sought and discussions made on all features of the plan with the relevant offices. Employees affected will be consulted and offered the necessary help required.
Rationale For the lay-off
The primary justification for the dismissal is due to the limited resources within the organization. The organization needs restructuring to boost its productivity and reduce production costs that may be arising from a large number of employees. During the selection of the posts to be laid-off, the concerned personnel will weigh their contribution in comparison to their demands on the company. If their input is vital and favourable to the organization, they will be maintained. However, if their contribution is not productive of insignificant to the organization, they will be laid off. The concerned leader will also weigh on the posts that are redundant and ineffective that may be merged or collapsed. All posts merged will call for lay-off while positions that can be combined will be reassigned in line with the organization structure of the company.
Effect on Budget
The immediate impact on the company's budget is the payment of compensation. This will see a substantial benefit paid out to those employees being laid off. Those under restructuring may not affect the company's budget immediately, but in case their enumeration is reviewed, some may pocket a large number of salaries due to increased workload. However, this may be insignificant in comparison to the compensation package paid out to the out-going employees. In the long run, the budget will be reduced due to the saved salaries on those outgoing.
The saved funds will be used to expand the operations of the company. The funds will be channeled back to the company's immediate needs, such as recouping limited resources and increasing productivity. Employees reassigned to extra workload may also get a "slight" salary increase due to their increased engagement in the company's production. The funds will also be used to realign the company's management, operations and structure by increasing input through the management's direct involvement.
Conclusion
The key to a successful lay-off plan will be through effective communication strategy. Implementation will be open, direct, and engaging where employees will have a stake in the overall decision reached on their lay-off and reassignment. The strategic plan will thus focus on how the leaders maneuver through reaching out to the employees to guarantee success for the entire exercise. It will be important to engage all relevant stakeholders and offices such as the Human Resource department and the finance department will ensure that the entire organization’s management is coherent with the plan and impending impacts of the plan.
References
Goyer, M., Clark, I., & Bhankaraully, S. (2016). Necessary and sufficient factors in employee downsizing? A qualitative comparative analysis of lay‐offs in France and the UK, 2008–2013. Human Resource Management Journal , 26 (3), 252-268.
Ulmer, R. R., Sellnow, T. L., & Seeger, M. W. (2017). Effective crisis communication: Moving from crisis to opportunity . Sage Publications.
