Redundancy and redeployment are taboo words which the HR industry is trying to avoid at the moment, but there are times when, unfortunately, we have to face these processes.
- Communicate with everyone what is happening, why and what the impact will be on them. Ensure everyone is aware of key decision points and dates to allow them to contribute and organise themselves
- If employees need to be evaluated for downsizing or new roles, implement highly objective and standardised processes with a high degree of job relevance and which are free from bias and fair to all
- Assess performance against clearly defined role-related / level specific competencies
- Choose appropriate assessment activities which reflect demands in the future role or job level, eg simulations, structured interviews, technical assessments, etc
- Deliver processes with suitably qualified, skilled and experienced external assessors/interviewers, develop in-house assessor capability with training or use a mix of external and internal assessors
- Consider evaluation systematically based on predefined criteria and benchmarks so that agreed selection decisions are made and, where appropriate, strengths and development needs identified
- Think about offering support for leavers, eg detailed feedback from any evaluations, workshops on job searching, CV and applications forms, approaching selection processes, etc.
- How to set objectives and communicate the process
- How to identify what to assess
- How to choose the best assessment tools
- How to obtain and maintain objectiveness and fairness
- How to provide best practice feedback.
Will Mitchell is director of consulting at talent management consultancy, A&DC.
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