Managing Reorganisations, Restructures and Redundancies

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The Programme

Day One

Examining the Legal Aspects of Reorganisations, Restructurings and Redundancies

09:00
Registration and coffee
09:30
Welcome, introduction and outline of objectives
09:45
The legal context of contract variation
  • Making and varying employment contract
  • Individual and collective consultation
  • Gaining consent
  • Dealing with grievances
  • Avoiding constructive dismissal and claims for breach of contract
  •  Introducing flexibility into the employment contract – lessons learned from Home Office v Evans and other significant case law decisions
11:00
Coffee
11:15
Information and Consultation
  • The duty to inform and consult – how must this be applied?
  • How far must consultation go – UK Coal Mining v NUM
  • Knowledge sharing under the latest regulations
  • Collective versus individual consultation
  • Managing the consultation process – best practice guidance
  • Protective awards
  • Working with trade unions
  • Redundancy selection
12:30
Lunch
13:30
Managing redundancy – best practice guidance
  • What are the key legal issues for HR? What regulations apply?
  • Redundancy or reorganisation?
  • Developing a plan for redundancy
  • Avoiding unlawful discrimination  
  • Redundancy payments
  • Dispute Resolution Regulations
  • Redundancy and unfair dismissal
  • Approaching and consulting with trade unions
  • How do you seek volunteers for redundancy?
  •  The pool for selection and fairness of selection
  • Offers of suitable alternative employment
  • Retention bonuses and no-cash incentives
  • Case law update: list recent cases
14:45
Tea
15:00
Handling business transfers and mergers
  • When do the TUPE regulations apply?
  • Identifying who transfers
  • Which liabilities transfer?
  • Informing and consulting
  • Harmonising terms and conditions
  • New duties of disclosure in practice
  • TUPE redundancies and changing terms
  • Group pensions and reward - what are the considerations?
  • Outsourcing and offshoring
  • Understanding the role of HR during a merger – due diligence and best practice
  • Managing two workforces – key considerations
16:00
Avoiding common pitfalls when dealing with reorganisations, restructurings and redundancies
  • Top tips for HR when managing restructures
  • Discussing frequently occurring scenarios and HR best practice solutions
  • Getting the communication process right
16:30
End of day one

Day Two

Examining the Legal Aspects of Reorganisations, Restructurings and Redundancies

09:00
Registration and coffee
09:30
Welcome, introduction and objectives for the day
  • Reorganisations, restructuring and redundancies – different reasons for change from the strategic to the operational, and consequences and impact of each
  • Exploring why changes fail and critical factors to move to success
10:00
Examining common people challenges and issues during an organisational restructure
  • Understanding the change process and the psychological impact of change: what you can do to manage reactions and resistance to change
  • Exploring the principal stages of change and key initiatives to navigate successfully through each stage
  • Assessing readiness to change in your organisation and likely resistance: diagnostic tools and approaches to manage through the barriers
  • Selecting for change: exploring different options and approaches to manage the transition through a restructure. Getting from where you are now to where you want to be
11:00
Coffee
11:15
Managing redundancy: options to minimise the impact on the individual and the organisation
  • Handling the meetings: skills sets to do it well, possible reactions from people, selecting who to conduct the meetings and skilling up your managers
  • Managing the impact on others not affected by the redundancies
  • What to do during the consultation process: how to handle the period of unknown for people
  • Options and possibilities to optimise your support to the individual, and manage the impact. What can your organisation offer and provide as an employer of choice?
12:00
The crucial role of communication in facilitating the change process
  • Effective communication strategies, skills and tools to support change initiatives:

o        Exploring different options and requirements at different stages

o        Moving from awareness to commitment

  • Sustained communication and its impact on employee relations: keeping staff informed and involved at every stage of the restructure
  • The role of leaders and managers to promote the vision, model reaction, to cascade and to manage close communication, understanding and exchange
12:30
Case study: Managing Change at IBM
Brian Phipps, Associate Partner - HR, IBM
13:00
Lunch
14:00
Maximising team dynamics pre and post restructure
  • Understanding teams and the process of team development:

o        What happens to a team during fragmentation and change

o        New teams from old

o        Processes and approaches to move quickly to a new team dynamic

o        What you can do to facilitate success

14:30
Equipping your leaders, managers, HR and other change agents to lead and facilitate an effective change process
  • HR as business partner: HR’s value added role to lead and support change
  • Assessing your leaders: what you can do to support and facilitate them as leaders of change
  • Developing awareness and the skills sets to manage people through change and their reactions to change.
  • Identifying and working with key players and creating change champions
15:00
Coffee
15:15
Mergers and acquisitions: additional considerations
  • Why mergers and acquisitions fail
  • Merging culture and values: what is culture and can you define your organisation’s values:

o        Identifying the culture and values of the transferring organisation.

o        What culture will prevail

o        How will the transition be managed?

  • The top team, and senior management: power and politics, strategy and alignment
15:45
Planning for change: project definition and management to ensure successful implementation
  • Project definition: your organisation’s reasons for change - clarifying the purpose and goals and defining the scope and reach of the change initiative
  • Establishing the change team, roles and champions
  • Exploring the scope of impact of the change on other strategies and processes including business planning, training and development needs, performance management
  • Monitoring and measuring success
16:30
End of day two

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Download latest brochure:

Managing Reorganisations, Restructurings and Redundancies Mar2010 (1,437KB)

 

Consultants

Our People

Jon Ingham

Our People

Brian Phipps

Our People

Penny Macmillan

Jon Ingham is a trainer and consultant working in the areas of people management and organisation development. Jon originally worked as an engineer with BOC and in IT, then change management, consultant with Andersen Consulting (now Accenture). More recently he has been Head of HR Consulting at Penna and Director of Human Capital Consulting at Buck / ACS (now part of Xerox). He has also worked as an international HR Director for Ernst & Young. Jon has a M.Eng in Chemical Engineering, a BA in Psychology and a MBA. He is the author of Strategic Human Capital Management: Creating Value through People and publishes the UK`s most popular HR blog, Strategic HCM. Jon`s second book, Social Advantage, will be published later this year.

Brian Phipps is an Associate Partner in Human Capital Management at IBM. Brian is highly experienced and recognised as an innovative change leader with a broad and successful background in designing, leading and delivering significant performance improvements during deep change programmes. He has a reputation for helping organisations to achieve their strategic change targets by focusing on their people based capabilities. Brian’s key competencies include organisation design, business transformation, innovation, benefit realisation and sustainability, behaviour change, executive development, team building and group facilitation.

Penny Macmillan MA Chartered FCIPD is a Solicitor and has for many years specialised in employment law, with particular experience of: TUPE, unfair dismissal, discrimination, whistleblowing and drafting employment contracts, policies, procedures and handbooks. She is former Head of the Legal Department at The Race Equality Centre and now practises in her own firm.

Before qualifying as a lawyer, Penny held positions as a Group Personnel Manager for a health authority; Employee Relations Manager for a major retailer; and Personnel and Training Manager for a large catering services company. Penny is equally well qualified and experienced as a management trainer, HR specialist and lawyer. She delivers workshops and seminars on a wide range of employment law and best practice subjects and is a personal tutor on JSB’s Advanced Certificate in Employment Law (ACEL).

Testimonials

“Penny is very knowledgeable and able to give lots of practical examples”

— Lorraine Baldock, HR Officer,
Youth Sport Trust

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