Redundancies can result in stressed, confused and angry employees, and if not handled correctly can damage an organisation's reputation, HR Daily Community member Donna Hill says.
In this week's featured post, she highlights simple ways leaders can reduce these risks.
It's been a busy week on the Community, with posts covering how to overcome the 'thinking trap' of experience, ways to achieve learning technology buy-in, and more. Browse the posts here:
- Redundancy notification meetings: reducing risks when telling employees about redundancies - Donna Hill
- Are you limited by the people around you? - David Klaasen
- How do we get employees to adopt technology for learning? - Kiren Kahlon
- Know your impact, know your reputation - Jan Terkelsen
- What currency are you carrying? - Mark Hodgson
- How are you describing the elephant? - Jason Buchanan
- Top 10 tips for conducting internal workplace investigations - Phil O'Brien
- Rights and obligations at work-related events - Catherine Gillespie
- An induction on deductions from employees' pay - Shane Koelmeyer
- Summary dismissal - Do you have the grounds? - Phil O'Brien
- Natural justice - Privacy and reliance on covert workplace surveillance - Vince Scopelliti
- "Because I said so..." The causal link between adverse action and workplace rights - Shane Koelmeyer
- Unfair dismissal, serious misconduct and workplace investigations - Phil O'Brien
- Carer's leave and the Fair Work Act in the workplace - Catherine Gillespie
- "O Captain! My Captain!" - Not a vindication, but dismissal was harsh: FWC says captain who failed employer's alcohol test was unfairly dismissed - Shane Koelmeyer
- Initiatives taken by top-notch universities to produce more entrepreneurs than job seekers - Bella Williams
- Misconduct investigation allegation letters - Phil O'Brien
