The following blog will provide you with an overview on how to both legally and professionally dismiss and terminate an employee, including key factors that every employer should consider.
An employee's relationship with the company can terminate for many reasons – resignation, reduction-in-force, performance and other work-related reasons. Planning for the departure of an employee, for any of these reasons, can minimize disruption, protect confidential information, avoid litigation and assist with succession planning. Join Polsinelli's Labor and Employment attorneys for the conclusion of our year long Life Cycle of an Employee Webinar series as we discuss issues related to employee terminations, including:
Managing performance and attendance related terminations
Can you terminate whistle-blowers
Exit Interviews
Protecting intellectual property and confidential information
Reductions-in-force and other separation agreements
Post-decision considerations and communications
An employee's relationship with the company can terminate for many reasons – resignation, reduction-in-force, performance and other work-related reasons. Planning for the departure of an employee, for any of these reasons, can minimize disruption, protect confidential information, avoid litigation and assist with succession planning. Join Polsinelli's Labor and Employment attorneys for the conclusion of our year long Life Cycle of an Employee Webinar series as we discuss issues related to employee terminations, including:
Managing performance and attendance related terminations
Can you terminate whistle-blowers
Exit Interviews
Protecting intellectual property and confidential information
Reductions-in-force and other separation agreements
Post-decision considerations and communications
Employee relations’ refers to the collective relationships that an employer has with its employees. These relationships may be with the entire employee group, or with smaller groups within it, but they are always with groups of employees.
Employee relations is about the relationship between employees and employer that is conducted through communication with trade unions, staff associations
or representatives of employees, or directly with groups of employees.
The relationship an individual has with the employer, for example by agreeing, as an individual, to attend work and to be bound by disciplinary rules, is not employee relations’.
Our approach
We believe in a dynamic approach. Employee relations needs managing. We are neither pro- nor anti-union. However, if a trade union is an obstacle to a client’s objectives, we reckon it is better to make plans to overcome this than to accept the status quo. So we may recommend that the company set up other channels of communication; or reduce the influence of the union; or
enhance one union at the expense of another. If no union is recognised, we also draw up plans that promote the client’s objectives. This may mean winning the support of the workforce through initiatives to promote a helpful
dialogue, for example.
There are statutory requirements for collective action, such as to consult about redundancy, or to provide information. We ‘manage’ these activities, to retain control of the agenda, information and timescales, rather than passively apply the legislation.
We reckon that efforts to talk to employees and tell them about the business are likely to help, rather than hinder, productivity.
Collinson Grant supports clients in managing redundancy exercises by insisting on meticulous planning before any announcement is made. This is intended to ensure that the legal issues are understood and that the communication of the news of the redundancies is as effective as possible.
Specifically, we offer skills and experience in:
Creating an action plan and timeline for a redundancy exercise
Calculating likely and actual severance costs
Briefing managers on their responsibilities and necessary actions
Drafting communications to representatives, employees, customers and external agencies
Framing strategies for formal dialogue with employees’
representatives and consultation with individual employees
Arranging election of employees’ representatives, running meetings with them and ensuring follow-up actions take place
Developing criteria for selection for redundancy that are legally compliant and support the needs of the business
Conducting consultative meetings with individual employees
Organising appropriate support for outplacement Assisting in planning and implementing transfers.
Answers by Husky to a few Auto-Enrolment questions. Basic autoenrolment questions answered. Easy to understand, no jargon, plain English around the topic of autoenrolment for small employers. Understanding what is needed
Under the National Employment Standard, many workers are entitled to receive redundancy pay if let go from an organization. Businesses must understand the rules for redundancy pay in order to ensure they comply with Section 119 of the Fair Work Act 2009. The presentation discusses all you need to know about redundancy pay in Australia.
Owen Hodge Lawyers can help employers and employees to determine when a genuine redundancy occurs, when payments are required, and what entitlements an employee should receive after a termination. We also advises clients on all issues related to the Fair Work Act, including severance and redundancy pay. Call us today on 1800 770 780 or contact us via ohl@owenhodge.com.au to speak with an employment lawyer who can provide assistance with issues arising from employee termination.
This "Brief Guide" gives information regarding individual and collective redundancy - including compulsory and voluntary redundancy - in the Republic of Ireland. This document can be downloaded at http://www.collierbroderick.ie/Services/HR%20Support/Redundancy.asp
During the HR Manager’s audit at the India plant, The HR manager a.docxinfantkimber
During the HR Manager’s audit at the India plant, The HR manager also discovered that the plant has not traditionally utilized any form of progressive discipline. Managers keep track of issues in their own way without any formalized process. Now that the plant is part of a global, publicly traded company, the lack of processes puts the entire organization at risk for several areas of compliance. How can HR add value in this context?
HR stands in position to hold operational managers accountable for their jobs. In this case, appropriate discipline needs to be given to these managers for not abiding by any standard process.
HR has to evaluate situations in unison with the Legal and Quality departments. All share accountabilities for operational risk and all need to get together for a cross-functional response to the situation.
The exit process for employment can be lengthy and present too much risk to a business if not handled well. HR is able to assess risk, make recommendations for process improvement, and execute strategic plans.
HR has a commitment to creating the best employee experience, which stops employees exiting from a business. When processes are not well thought out, the most detrimental impact is first felt by employees.
Bookmark question for laterIn smaller businesses, when departments are not as well defined and have fewer people, business leaders from any discipline will frequently perform terminations. This is not ideal. As companies grow, why should they place ultimate accountability on HR to manage the termination process?
Some state laws require HR to manage the process, so most companies have to adopt an overarching policy for HR to run and manage the process.
HR prevents former employees from filing any type of lawsuit by ensuring a zero litigation policy.
HR isn’t always the best department to run an effective termination. If a relationship between manager and subordinate is really personal, managers in these situations tend to run much more effective separation discussions.
The termination process, while difficult for management, is even worse for the individual. HR possesses the necessary skills in handling these delicate procedures and knows how to mitigate risk.
Bookmark question for laterDuring times of global financial crises such as in 2008 and 2020, many companies were faced with loss of revenue and subsequently had to take a closer look at operating expenses and the potential of reducing headcount as one means to stay above water. For publicly traded companies, decisions in this realm draw the attention of many outsiders such as the press, customers, and shareholders. How can HR provide strategic value in situations like this?
As HR has ultimate ownership of recruitment efforts, it stands in the best position to know how many people will need to be rehired again once the economic downturn ends.
HR has the knowledge, skills, and ability to manage complex employment situations and ad.
Employee relations’ refers to the collective relationships that an employer has with its employees. These relationships may be with the entire employee group, or with smaller groups within it, but they are always with groups of employees.
Employee relations is about the relationship between employees and employer that is conducted through communication with trade unions, staff associations
or representatives of employees, or directly with groups of employees.
The relationship an individual has with the employer, for example by agreeing, as an individual, to attend work and to be bound by disciplinary rules, is not employee relations’.
Our approach
We believe in a dynamic approach. Employee relations needs managing. We are neither pro- nor anti-union. However, if a trade union is an obstacle to a client’s objectives, we reckon it is better to make plans to overcome this than to accept the status quo. So we may recommend that the company set up other channels of communication; or reduce the influence of the union; or
enhance one union at the expense of another. If no union is recognised, we also draw up plans that promote the client’s objectives. This may mean winning the support of the workforce through initiatives to promote a helpful
dialogue, for example.
There are statutory requirements for collective action, such as to consult about redundancy, or to provide information. We ‘manage’ these activities, to retain control of the agenda, information and timescales, rather than passively apply the legislation.
We reckon that efforts to talk to employees and tell them about the business are likely to help, rather than hinder, productivity.
Collinson Grant supports clients in managing redundancy exercises by insisting on meticulous planning before any announcement is made. This is intended to ensure that the legal issues are understood and that the communication of the news of the redundancies is as effective as possible.
Specifically, we offer skills and experience in:
Creating an action plan and timeline for a redundancy exercise
Calculating likely and actual severance costs
Briefing managers on their responsibilities and necessary actions
Drafting communications to representatives, employees, customers and external agencies
Framing strategies for formal dialogue with employees’
representatives and consultation with individual employees
Arranging election of employees’ representatives, running meetings with them and ensuring follow-up actions take place
Developing criteria for selection for redundancy that are legally compliant and support the needs of the business
Conducting consultative meetings with individual employees
Organising appropriate support for outplacement Assisting in planning and implementing transfers.
Answers by Husky to a few Auto-Enrolment questions. Basic autoenrolment questions answered. Easy to understand, no jargon, plain English around the topic of autoenrolment for small employers. Understanding what is needed
Under the National Employment Standard, many workers are entitled to receive redundancy pay if let go from an organization. Businesses must understand the rules for redundancy pay in order to ensure they comply with Section 119 of the Fair Work Act 2009. The presentation discusses all you need to know about redundancy pay in Australia.
Owen Hodge Lawyers can help employers and employees to determine when a genuine redundancy occurs, when payments are required, and what entitlements an employee should receive after a termination. We also advises clients on all issues related to the Fair Work Act, including severance and redundancy pay. Call us today on 1800 770 780 or contact us via ohl@owenhodge.com.au to speak with an employment lawyer who can provide assistance with issues arising from employee termination.
This "Brief Guide" gives information regarding individual and collective redundancy - including compulsory and voluntary redundancy - in the Republic of Ireland. This document can be downloaded at http://www.collierbroderick.ie/Services/HR%20Support/Redundancy.asp
During the HR Manager’s audit at the India plant, The HR manager a.docxinfantkimber
During the HR Manager’s audit at the India plant, The HR manager also discovered that the plant has not traditionally utilized any form of progressive discipline. Managers keep track of issues in their own way without any formalized process. Now that the plant is part of a global, publicly traded company, the lack of processes puts the entire organization at risk for several areas of compliance. How can HR add value in this context?
HR stands in position to hold operational managers accountable for their jobs. In this case, appropriate discipline needs to be given to these managers for not abiding by any standard process.
HR has to evaluate situations in unison with the Legal and Quality departments. All share accountabilities for operational risk and all need to get together for a cross-functional response to the situation.
The exit process for employment can be lengthy and present too much risk to a business if not handled well. HR is able to assess risk, make recommendations for process improvement, and execute strategic plans.
HR has a commitment to creating the best employee experience, which stops employees exiting from a business. When processes are not well thought out, the most detrimental impact is first felt by employees.
Bookmark question for laterIn smaller businesses, when departments are not as well defined and have fewer people, business leaders from any discipline will frequently perform terminations. This is not ideal. As companies grow, why should they place ultimate accountability on HR to manage the termination process?
Some state laws require HR to manage the process, so most companies have to adopt an overarching policy for HR to run and manage the process.
HR prevents former employees from filing any type of lawsuit by ensuring a zero litigation policy.
HR isn’t always the best department to run an effective termination. If a relationship between manager and subordinate is really personal, managers in these situations tend to run much more effective separation discussions.
The termination process, while difficult for management, is even worse for the individual. HR possesses the necessary skills in handling these delicate procedures and knows how to mitigate risk.
Bookmark question for laterDuring times of global financial crises such as in 2008 and 2020, many companies were faced with loss of revenue and subsequently had to take a closer look at operating expenses and the potential of reducing headcount as one means to stay above water. For publicly traded companies, decisions in this realm draw the attention of many outsiders such as the press, customers, and shareholders. How can HR provide strategic value in situations like this?
As HR has ultimate ownership of recruitment efforts, it stands in the best position to know how many people will need to be rehired again once the economic downturn ends.
HR has the knowledge, skills, and ability to manage complex employment situations and ad.
Good day,
Please find attached the October 2017 edition of our very informative Newsletter. Apologies for the tardiness.
We look forward to your continuing support and comments. Please send all comments and suggestions to training@kawmanagement.com or training.kawmgmt@candw.ag.
Happy reading.
This is a short yet impactful piece based on three vignettes from attorenys that have started their own law firms. These address: 1) setting financial and personal goals for a law firm 2) when to hire staff and 3) setting policies and procedures.
Innovative Employee Solutions
9665 Granite Ridge Drive, #420
San Diego, CA 92123
(858) 715-5100
http://www.innovativeemployeesolutions.com/
Innovative Employee Solutions specializes in payrolling and outsourced HR administrative services as the employer of record for various industries including technology, engineering, medical, insurance, clerical, research companies and many more.
BIZGrowth Strategies - Workforce & Talent Optimization Special EditionCBIZ, Inc.
Amid today’s economic uncertainty, we know you need strategies and solutions that will help your business thrive. With workforce and talent concerns running high for employers across the nation, our experts developed these articles with those critical issues top of mind. We offer fresh insights designed to attract, retain, engage and motivate your employees — all while protecting your bottom line and managing emerging risks. Articles include:
- Unlock Success with Effective Performance Management
- How Employers Can Benefit from Financial Wellbeing Programs
- How to Talk About Hard Decisions During a Recession
- Cost-Effective Health Plan Perks to Consider in 2023
- 3 HR Strategies to Recession-Proof Your Organization
- Responding to Employment Practices Liability (EPL) Claims
- Versatility — Important in Life & Life Insurance
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Everything you need to know about Payslips, including the 11 compulsory elements that every Payslip should have, accompanied by some best practice tips for employers.
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Your 9 step guide to getting ready for SuperStream (on time!) ADP Marketing
A guide to the Australian Taxation Office's (ATO's) new superannuation legislation - SuperStream. SuperStream is the new data and payment standard for all superannuation contributions mandated by the Australian Taxation Office (ATO).
It will affect employers, recipients, payroll providers, clearing houses and super funds including self-managed super funds (SMSFs). Think EFT for superannuation and you’re on the right track. All superannuation contributions must be made electronically and in a standard message format.