How to... use assessment for redundancy
Reducing the size of the workforce is painful and must be handled sensitively. Helen Bradley outlines how assessment can help ensure the right choices are made
Date:
14 October 2010
Source:
Guide to assessment
Page:
16
The UK public sector faces enormous cutbacks, inevitably including redundancies, as the government seeks to reduce the £156 billion budget deficit by cutting departmental budgets by up to 40 per cent over four years. As many as 700,000 council workers, NHS staff, police officers, civil servants and other public-sector workers are at risk of losing, or have already lost, their jobs, presenting HR professionals with a huge challenge.
Managing the reduction of a workforce can be a difficult process, which needs foresight and sensitive handling. To make the procedure as smooth as possible, accurate and fair assessment for redundancy is essential to ensure the right choices are made so that the organisation can continue to deliver, to help those who survive, and to avoid legal challenges from disgruntled staff.
There are a number of essential steps that should be taken when assessing for redundancy in the public sector:
1 Keep it legal
An employer is legally responsible for ensuring its assessment processes are fair to all parties and follow best practice. For example, if you appear to favour older or younger people, you open yourself up to possible claims for discrimination or unfair dismissal under UK employment law. Employers need to be aware of the Data Protection Act 1998 when using personal information for the purpose of redundancy. The employee undergoing assessment must be made aware of exactly what is being tested and how the process works.
2 Know your objectives
It is important to consider what the organisation will look like in the future, and what skills will be needed, before assessing competencies. Be clear about what you want to achieve, for example, downsizing or restructuring (or a combination), what the assessment process will look like and the criteria for success. This will help you to design and deliver a programme that is transparent and robust and shows direct links to the new roles/requirements.
3 Communicate, communicate, communicate
The importance of clear, understandable, consistent and well-timed communication to all staff of what is happening, and why, cannot be over-emphasised. Clear communication will ensure morale is kept up and help to avoid litigation by those leaving the organisation. A variety of communication tools should be used, such as email, formal letters, team or line manager briefings and interactive presentations to support people and put them at their ease. Plan your campaign carefully and try to announce your plans simultaneously throughout the organisation to avoid the possibility of leaks. Anticipate the questions that are likely to be asked and create a regularly updated Q&A document for staff, including information on why the assessment process will be taking place, who will be involved, and what the options are. You could consider: initial communication before the assessment process, a walk-through of what it is like to go through assessment with practice exercises, a full briefing on the day of the assessment process and the presence of a senior manager during the process.
4 Identify the competencies of candidates
Fair and objective assessment can be gainfully used to identify which people have the closest match to the requirements of the new roles. Conducting a job analysis will be helpful to identify the key skills that are required for successful performance in the role. By exploring what a person is required to do in a typical day, week or month and identifying the differences between outstanding and average performers, you will be able to identify the key competencies essential for the role, along with specialist knowledge or requirements. This will enable the people not meeting their current and future job requirements to be identified.
5 Implement the process
Once the key skills required and candidates have been identified, you need to design a successful, objective and defensible assessment process, using tools such as interviews, application forms, questionnaires, 360-degree or self-perception, and work simulation exercises. The tools you choose must be perceived to be suitable, fair, and appropriate for use within the situation. If staff have special requirements, for example, if they have physical disabilities, caring responsibilities or visual impairment, they should be contacted directly to discuss their needs. A competency-based behavioural assessment process such as an assessment centre may be most effective.
6 Involve the unions
Your redundancy procedure must be communicated internally to trade unions as well as employees, to ensure impartial treatment, demonstrate fair play and reduce the likelihood of appeals. Any changes made to the procedure should be communicated to both unions and staff as soon as possible. Employees facing redundancy should be given the opportunity to appeal their selection, so it is advisable to implement a redundancy appeals procedure in tandem with the union.
7 Take steps to avoid survivor syndrome
Once any redundancies have been made, the organisation’s ongoing effectiveness is largely dependent on the morale and engagement of those who have survived. A demoralised and anxious workforce is less likely to show commitment, enthusiasm and initiative. Giving those who stay access to developmental opportunities will help to ensure your top people stay motivated and engaged. Survivors will need as much, if not more, attention and support as those leaving the organisation.
8 Support leavers
Those who are to leave the organisation must be given means of support, to help lessen the impact on them and keep them motivated enough to perform a handover of their work. Giving clear and objective written feedback, on both key strengths and areas that need development as soon as possible after the assessment process, can play a significant role in helping people when applying for new jobs. It also shows the organisation’s commitment to transparency and to supporting individuals. Giving notice to those to be made redundant needs to be handled carefully and employees may need help in accepting it. A well-designed redundancy programme should enable employees to refresh their interview skills, redraft CVs and reply effectively to job advertisements. Leavers can also be sent on redundancy workshops that will equip them with the skills they need to pursue future employment opportunities.
Helen Bradley is managing consultant at A&DC
Key points
- Envisage the organisation’s future needs.
- Share information with employees and unions.
- Keep all channels of communication open and provide regular updates.
- Design a fair way of assessing all staff with appropriate tools.
- Develop and engage those who stay.
- Support those who go.