Lay off me! by Toronto Training and HR April 2013
Lay off me! April 2013
May 25, 2015
Half day open training event for employers undertaking layoffs held in Toronto, Canada.
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Lay off me!
by Toronto Training and HR
April 2013
Page 2
Contents3-4 Introduction to Toronto Training and HR5-6 Canada in recession7-8 Downsizing9-12 Restructuring13-15 Key challenges16-21 Environment Canada (example)22-23 Drill24-25 Organizational memory26-27 Employment Standards Act 200028-29 Definition of merit30-31 ‘Right fit’ criteria32-34 Exit interview questions35-37 Conducting effective lay-off meetings38-41 How to show genuine support42-45 Public Service Commission of Canada
(example)46-47 Bringing it all together48 Case studies49-50 Conclusion and questions
Page 3
Introduction
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training
and HR are:• Training event design• Training event delivery• Reducing costs, saving time plus
improving employee engagement and morale• Services for job seekers
Page 5
Canada in recession
Page 6
Canada in recession• Which workers were laid-off
during these recessions?• How did layoff rates vary
across recessions?• How did chances of finding
employment shortly after being laid off evolve across recessions?
• Among workers who managed to find paid employment shortly after being laid-off, how do wages before and after layoffs compare?
Page 7
Downsizing
Page 8
Downsizing• Definition• Criteria used by HR
departments• Push strategies• Pull strategies• Long-term employment
alternatives• Cost-saving strategies
Page 9
Restructuring
Page 10
Restructuring 1 of 3OBJECTIVES• Organizations must originate a
key plan to send to employees about mutual training and practices
• Management must develop feelings in employees that will enhance their performance
• Reward packages need to be motivational and inspire loyalty
• Salary survey needs to determine the right basic salary
Page 11
Restructuring 2 of 3OBJECTIVES• Performance management must
be linked to organizational objectives
• Conduct training needs analysis• Deliver professional training• Provide feedback
Page 12
Restructuring 3 of 3• Stage one• Stage two• Stage three
Page 13
Key challenges
Page 14
Key challenges 1 of 2• Possibility of high attrition• Possibility of other drop outs• Possibility of increase in
recruitment cycle time• Possibility of breach of physical
security• Possibility of breach of date
security• Possibility of legal action• Possibility of impact on existing
clients
Page 15
Key challenges 2 of 2• Possibility of impact on re-hiring
of resources• Possibility of negative publicity
on social media
Page 16
Environment Canada
Environment Canada 1 of 5PRINCIPLES• Structure• Consistent and frequent
communication is essential• Fairness, transparency, access
and representativeness are central to decision making
• Employees to be treated with dignity and respect
• Objective is to maximize employment opportunities for those wishing to continue their career
• When possible, employees are retained in their current branch
Environment Canada 2 of 5 SELECTION FOR RETENTION• Guiding values apply• Decisions must be recorded
and available• Right of recourse applies• Merit criteria is developed • A variety of assessment tools
recommended• Duty to accommodate
persons with disability applies• Participants to be assessed in
the language of their choice, must be given reasonable time to prepare, must be advised of the selection methods to be used and provided with feedback
Page 19
Environment Canada 3 of 5SELECTION FOR RETENTION• Determine the part of the
organization that is affected• Identify the similar positions and
employees• Determine the merit criteria• Communicate decisions to
employees• Assessment and selection• Communicate results• Confirm qualified employees
Page 20
Environment Canada 4 of 5SELECTION TOOLS AND METHODS• Formal interview• Reference checks• Performance evaluations• Written exam• Personal knowledge• Test
Page 21
Environment Canada 5 of 5AREAS OF ADJUSTMENT• Organizational boundaries• Geographic boundaries• Occupational boundaries• Functional boundaries
Page 22
Drill
Page 23
Drill
Page 24
Organizational memory
Page 25
Organizational memory• Definition• Collective and individual• Storage bins• Procedural and declarative• Survivor reactions• Impact and contribution of IT• IT-powered process reform
Page 26
Employment Standards Act 2000
Page 27
Employment Standards Act 2000
• 50-199 employees• 200-499 employees• 500 or more
employees• Exceptions
Page 28
Definition of merit
Definition of merit• Essential qualifications• Current of future asset
qualifications• Operational requirements• Organizational needs
Page 30
‘Right fit’ criteria
Page 31
‘Right fit’ criteria• Similar or identical positions
within the department or unit• Specific to each position based
on the requirements of the position as the emphasis in some positions may not be exactly the same as in others
• Each position based on the current and future requirements of the department or unit
Page 32
Exit interview questions
Page 33
Exit interview questions 1 of 2• Employees were treated with
dignity• Employees were treated fairly• Employee complaints were
addressed• Organization is sensitive to
employee needs• Organization’s effort for
outplacement
Page 34
Exit interview questions 2 of 2• Will you rejoin the organization?• Will you recommend the
organization to your friends?• Would you describe the work
environment of the organization as positive?
Page 35
Conducting effective lay-off meetings
Conducting effective lay-off meetings 1 of 2
• Don’t dwell on how painful the lay-off is for you, for it is not about you
• Acknowledge and recognize all of the positive contributions of the employee
• Give the employee the essential information in writing as well as orally
• Repeat and reinforce the information until you are sure that the employee “gets it”
• Allow time for the message to “soak in
Conducting effective lay-off meetings 2 of 2
• Have a witness• Retrieve what you need to get
back from the employee (e.g., keys, tools, laptops, ID badge, etc.)—but leave the employee’s dignity intact
• Have paper tissues available• Insist that the conference
become a “no interruption” zone• Be sure that security personnel
are readily available if you anticipate a volatile reaction
• Physically escort the employee off the premises only as a last resort
Page 38
How to show genuine support
Page 39
How to show genuine support 1 of 3
• Provide “power” references/ recommendations for employees who deserve it
• Use your own personal network to locate possible job-openings for workers you’ve had to lay-off
• Provide on-site career advice and training sessions on job-hunting, resume writing, interviewing skills, social media profiles, etc. and include family members when appropriate
Page 40
How to show genuine support 2 of 3
• Connect your laid-off workers with municipality, province, federal and not for profit bodies who can help
• Assist individuals laid off to complete the necessary tax and benefits forms
• Provide downsized personnel access to office space (and clerical help where possible) for job-hunting
• Facilitate formation of support groups for laid-off personnel and their families
Page 41
How to show genuine support 3 of 3
• Keep in touch by letting downsized workers know that you care about their future
• Aiding downsized workers boosts the morale of those laid off and those who stayed on the job.
• Continuing to care for and relate to individuals even after they’ve been let go is a prime example of “servant leadership”
Page 42
Public Service Commission of Canada
Page 43
Public Service Commission of Canada 1 of 3
• Workforce reduction, with unique position to be eliminated
• Workforce reduction, with all similar positions to be eliminated
• Workforce reduction, with all positions to be eliminated and new positions to be created, and with new merit criteria
• Workforce reduction with no significant change to the duties, but with changes to the merit criteria
Page 44
Public Service Commission of Canada 2 of 3
PROCESS TO SELECT EXECUTIVES• Determine the part of the
organization that is affected• Identify the similar affected
positions and executives• Determine the selection
strategy• Review the merit criteria and
determine the selection criteria• Determine the assessment
methods to be used and assess the affected executives
Page 45
Public Service Commission of Canada 3 of 3
PROCESS TO SELECT EXECUTIVES• Determine which executives are
to be retained and which are to be laid off
• Communicate results to employees
Page 46
Bringing it all together
Page 47
Bringing it all together • Leadership must be aligned and
have a mid- to long-term strategic view of the organization
• Internal and external communication
• Departing employees need to be supported in their transition with dignity and respect
• Star performers need to be identified, involved and retained
• Remaining employees need to be engaged in and aligned with the new organization’s vision
Page 48
Case studies
Page 49
Conclusion and questions
Page 50
Conclusion and questions
• Summary• Videos• Questions
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