Managing Leavers and Termination of Employment: Avoiding Expensive Mistakes

Introduction

As the global economy heats up, labour markets are becoming more competitive in many areas. The risk is that key staff (and specific groups of labour) are tempted away to work for other organizations. The resignation of important and competent staff can cause considerable damage to any organization. Where staff turnover is high, there is much correlation with declining organizational performance and decreasing employee motivation and loyalty. Pre-empting the situation with effective employee retention policies can be highly effective. But too often we are left trying to retain key staff on an individual basis after they tender their resignation. Many times though it is the organization itself that has to terminate an employee’s contract. This might be because of redundancy due to reorganization or downsizing due to a fall off in the need for labour. It might also be for continuing poor performance or serious misconduct by an individual.

As more and more legislation comes into force, particularly in the area of employment, ensuring that everybody in the organization complies fully with laws and regulations become more of a challenge. The penalties for non-compliance can be severe. In the case of organizations operating internationally the issues are even more diverse and complex. It is vital therefore that everyone in HR, and all line managers empowered to “hire and fire” are aware of compliance issues and keep a watchful eye on all matters.  This exciting Program covers these topics in detail and explores the major issue providing delegates with the tools necessary to deal effectively with them. Whilst not an employment law programme we will be mindful in general terms of complying with a wide range of employment laws and regulations.

Objectives

Following completion of this course, you will be better able to:

• Instigate staff retention initiatives
• Create an environment of more openness and loyalty
• Deal with resignations in an effective manner
• Retain individual staff if required
• Deal with redistribution of labour and redundancies
• Manage the disciplinary process to drive up performance
• Take swift and compliant action in case of gross misconduct
• Conduct a thorough workplace investigation

Training Methodology

Who Should Attend?

Anyone who works in Human Resources, Personnel or related areas together with Line Professionals who are responsible for “hiring and firing”. This course is also suitable for those interested in a career in HRM. All line professionals, supervisors and team leaders would also benefit from an understanding of the subject. Those who manage, supervise or have an organizational interest in HRM and want to examine modern practices. Training staff who need to be up to date and wish to attend a valuable course.

Course Outline

Day 1: Introduction to Managing Leavers

• Introductions
• Objectives – for the program and personal
• Defining the respective roles of HR and line management
• The attitude of “Jobs for Life” in the modern world
•  From pre-employment to separation
• Overall key staff retention strategies
• Defending against a volatile labor market

Day 2: Rightsizing, Downsizing, and Redundancy

• Rightsizing and Downsizing – an excess of labor
• Redundancies – counting the cost
• Redundancies – is there a better way
• The impact on the remaining workforce
• Redeployment and retraining
• Retaining the competent staff
• HRP, Succession Planning, and Development

Day 3: Handling Individual Resignations

•  Why do people leave
• The early indicators of dissatisfaction
• The resignation process and notice periods
• Getting an extra month or two
• Final pay and benefits, return of company assets
• Procedures before exit
• Advising the rest of the organization (and external stakeholders)
• Retaining the employee – the pros and cons
• Welcome to return – or not

Day 4: The Disciplinary Process and Dismissal

• The disciplinary process
• The importance of maintaining discipline
• Compliance with the law
• Compliance with internal policies and procedures
• Continuing poor performance
• Misconduct and Gross Misconduct
• Conducting a workplace investigation
• Instant dismissal
• Termination – with or without rights
• Contract terms, notice periods, termination payments, and benefits due
• Dealing with probationers and poor performance
• Alternatives to dismissal – suspension, demotion, transfer, financial penalty

Day 5: Consolidation and Development Plans

• Discrimination and harassment
• Unfair dismissal and employee rights to revert to the courts
• Impact of fixed-term contracts
• Considering expatriates and International postings
• Consolidating Case Study
• Review of the whole course
• Developing personal development plans
• Summary and feedback