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Alternatives to redundancy

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  • Find some examples! E.g. Marchington and Wilkinson, Human Resource Management at Work 2008
  • Philpott, J., 2010. Labour cost savings from alternatives to redundancy . Impact , Issue 27. pp24-27.
  • Appelbaum, S.H., & Donia, M. 2001. The realistic downsizing preview: a multiple case study, part I: the methodology and results of data collection. Career Development International , 6 (3), pp 128-148

Alternatives to redundancy Alternatives to redundancy Presentation Transcript

  • Alternatives to Redundancy
    • Labour cost savings whilst ensuring redundancy remains a last resort.
    • Short time working
    • Annual Leave Purchase Scheme
    • Multi-skilled employees
    • Organizational Flexibility & Flexible Working
    • Share admin services with partner organisations.
  • Shared Services
    • The Trust has strategic partner organisations and in theory could share some core functions such as HR, Occupational Health, Payroll, and IT.
    • Sharing of pathology, maternity and pharmaceutical services is also an option.
    • Current partner organisations are Papworth NHS Trust, Cambridge & Peterborough NHS Trust, and The University of Cambridge.
    • Source: Annual Report & Accounts 2009/10 Cambridge University Hospital’s NHS Foundation Trust.
  • Shared Services
    • Papworth Hospital is ideally placed to share services as it is to move to the Cambridge Biocampus in the near future.
    • Cambridge University has a major presence on the campus, as does Cancer Research UK and the MRC.
    • The Regional Blood and Transplant service is also on site.
  • Shared Services
    • Staff expenses for 2010 were £312.5 million (up from £290.2 million on the previous year).
    • Administrative and Estates account for 1,485 staff in 2010 (up from 1,398 in 2009) out of a total of 7,361 (6,977 in 2009).
  • Shared Services v Out Sourcing
    • CIPD survey in 2009 found the out-sourcing HR reduced costs in 90% of cases.
    • In practice outsourcing of HR does not always run smoothly (BP & Exult/Hewitt, C&W & Accentre)
    • Survey evidence suggests that out-sourcing often disappoints in practice
    • Sources: Kew & Stredwick, 2010 Human Resource Management in a Business Context; pp 27-28 CIPD London.
    • Taylor, S. 2010 Resourcing & Talent Management; pp 66 CIPD London.
  • Shared Services
    • The NHS often shares HR and other services between Primary Care Trusts (PCT’s).
    • Advantages: cost savings in terms of space allocation and staff resources. Greater efficiency. Larger pool of professional staff.
    • Disadvantages: Potential loss of local focus, potential loss of quality, loss of managerial focus on services. (Redman et al, Fulop et al ). May be seen as a retrograde step (return to old Health Authority type management).
  • Savings
    • CIPD Research shows that on average, redundancy saves 40% less per employee than freezing recruitment or terminating temporary agency worker contracts. (Philpott, 2010)
    • The Trust uses temporary agency staff (363 during 2009/10) and these accounted for £8.4m (2.6%) of the employee costs for 2009/10. Whilst not an insignificant amount, not an area where large savings can be made.
  • Redundancy Survivors
    • A key element of the redundancy process is to minimise ‘survivor syndrome’.
    • Three issues are key:
        • Maintain employee confidence by showing that the redundancy programme is being undertaken for the ‘right reasons’;
        • Ensure the duration of the programme is minimal but also effective so that it doesn’t need repeating;
        • Ensure that the terminated staff are treated with care dignity and respect- this sends a signal to the surviving employees that they too would be treated well should the process need to be repeated. (Appelbaum & Donia, 2001).
  •