Corporate Outplacement and Career Transition Information
Showing posts with label downsizing. Show all posts
Showing posts with label downsizing. Show all posts

Tuesday, July 28, 2009

How To Fire Half Your Company Without Being Hated

Video courtesy of http://www.businessinsider.com

Henry Blodget CEO & Editor-in-Chief of The Business Insider, in a short interview with Kevin P. Ryan, one of Silicon Alley's most well known Internet entrepreneurs. Mr. Ryan has started six New York-based businesses - Silicon Alley Insider, Gilt Groupe, Music Nation, Panther Express, ShopWiki and 10gen in the past two years. He presently serves as chairman and CEO of AlleyCorp.

Prior to AlleyCorp, he was first president then later became CEO of DoubleClick. There, he was instrumental in building the company from a 20-person startup to a global leader with over 1500 employees. Silicon Alley Reporter voted DoubleClick "New York Company of the Year" and Kevin was named one of the "50 Most Influential Business People" by Crain's New York Business.


A great Outplacement and Career Transition partner can certainly help any CEO in this situation as well.

Helping employees transition with dignity is a huge part of preserving your company's brand in down times, especially if you wish to re-engage transitioned talent at some point in the future.

Monday, March 9, 2009

Part Two: The Layoff will be Twittered

Following the previous post, important points to cover during a Reduction-in-Force project:

Keep Layoff Plans Offline: avoid emailing, creating, and communicating Reduction in Force (RIF) plans through company systems. I consulted after-the-fact to a company that found that a key and trusted email administrator was both reading, saving, and re-distributing – both internally and externally – all communication regarding layoff plans. Many employees fled the company prior to the formal WARN announcement due to this leak – employees that otherwise would not have been effected by the RIF. The loss of intellectual capital and the damage to the entire project was significant.

Never use Instant or Text Messaging to Discuss ANY aspect of a Restructuring Project: Transcripts of messages are saved, archived and may be reviewed. Just don’t do it, no matter how innocent you feel the message may be.

Allow Key Reorganization Team Members to Meet and Work Offsite as needed: Given the challenges associated with using internal technology to plan a restructuring project, teams need a “safe” environment to discuss and plan. Allocate resources accordingly.

Involve your CIO/CTO from the start: Prevent enterprise data leaks at the source. Oftentimes, technology teams are the last to be alerted of a project they already know is in progress, especially if you’ve been using internal technology systems to communicate planning. Your IT groups are the ones who cancel intranet portal access, email access, etc. for those departing employees. “Dumping” a time-critical task on them last minute creates resentment, and further exacerbates leaks – the longer you wait to formally communicate to key IT team members, the greater the resentment. Bring a trusted, key technology leader in to the process early.

Outplacement Consultants: When you work with us as your Outplacement Team, make sure you are providing your departing workforce with transition programs commensurate to their experience and length of tenure, are treating them with dignity and respect, and make sure you are alerted to trends regarding the mention of your company’s name and Brand – both positive and negative – quickly. The manner in which you deliver the message to transitioning workers is critically important; we will participate in all departing employee notification meetings to quickly give your transitioning workforce positive, next step guidelines that are in their best interest.

Need more information? Call us at 866-214-5445


Read Part I

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Monday, January 12, 2009

WARN ACT COMPLIANCE

WARN ACT COMPLIANCE and "Baby" WARN ACTS by State

Remembering the news regarding the abrupt closing of Republic Windows and Doors in Illinois, and the media nightmare that ensued drives this important reminder regarding the WARN ACT.

In Illinois, workers had been occupying the Republic Windows and Doors building since its abrupt closing Friday, December 5. They were protesting the loss of what they said is vacation and severance pay they've earned and the lack of notice about the closing. The federal WARN Act requires 60-day notice of a plant's closing.

The law does allow businesses to close without giving the required notice under certain circumstances, such as if another company that is the sole source of income suddenly goes out of business.

Do you really understand the WARN ACT and your responsibilities?

While the following is an overview of the Federal WARN ACT, many States including South Carolina have enacted Baby Warn ACT provisions. Recently, New Jersey joined the ranks of states that have adopted their own form of plant closing and mass layoff statutes to supplement the federal WARN Act provisions. These states include California, Connecticut, Hawaii, Illinois, Kansas, Maine, Massachusetts, Michigan, Minnesota, New Hampshire, Oregon, Rhode Island, South Carolina, Tennessee, and Wisconsin.

WARN ACT Overview

The Worker Adjustment and Retraining Notification Act (WARN) protects workers, their families, and communities by requiring most employers with 100 or more employees to provide notification 60 calendar days in advance of plant closings and mass layoffs.

Employee entitled to notice under WARN include managers and supervisors, as well as hourly and salaried workers. WARN requires that notice also be given to employees' representatives, the local chief elected official, and the state dislocated worker unit.

Advance notice gives workers and their families some transition time to adjust to the prospective loss of employment, to seek and obtain other jobs, and, if necessary, to enter skill training or retraining that will allow these workers to compete successfully in the job market.
Generally, WARN covers employers with 100 or more employees, not counting those who have worked less than six months in the last 12 months and those who work an average of less than 20 hours a week.


Employees entitled to advance notice under WARN include managers and supervisors as well as hourly and salaried workers.

Regular federal, state, and local government entities that provide public services are not covered by WARN.

Worker Adjustment and Retraining Notification Act (WARN) - Who is Covered?

The Worker Adjustment and Retraining Notification Act (WARN) generally covers employers with 100 or more employees, not counting those who have worked less than six months in the last 12 months and those who work an average of less than 20 hours a week. Regular federal, state, and local government entities that provide public services are not covered. Employees entitled to notice under WARN include managers and supervisors as well as hourly and salaried workers.

Basic Provisions/Requirements

WARN protects workers, their families, and communities by requiring employers to provide notification 60 calendar days in advance of plant closings and mass layoffs. Advance notice gives workers and their families some transition time to adjust to the prospective loss of employment, to seek and obtain other jobs and, if necessary, to enter skill training or retraining that will allow these workers to compete successfully in the job market. WARN also provides for notice to state dislocated worker units so that they can promptly offer dislocated worker assistance.

A covered plant closing occurs when a facility or operating unit is shut down for more than six months, or when 50 or more employees lose their jobs during any 30 day period at a single site of employment. A covered mass layoff occurs when a layoff of six months or longer affects either 500 or more workers or at least 33 percent of the employer's workforce when the layoff affects between 50 and 499 workers. The number of affected workers is the total number laid off during a 30 day (or in some cases 90 day) period.

WARN does not apply to closure of temporary facilities, or the completion of an activity when the workers were hired only for the duration of that activity. WARN also provides for less than 60 days notice when the layoffs resulted from closure of a faltering company, unforeseeable business circumstances, or a natural disaster.

Employee Rights

Workers or their representatives, and units of local government may bring individual or class action suits. U.S. district courts enforce WARN requirements. The Court may allow reasonable attorney's fees as part of any final judgment.

Compliance Assistance Available

For general information about WARN, a fact sheet and employer's guide (PDF) are available from the Employment and Training Administration's Web site.

Penalties and Sanctions

An employer who violates the WARN provisions is liable to each employee for an amount equal to back pay and benefits for the period of the violation, up to 60 days. This may be reduced by the period of any notice that was given, and any voluntary payments that the employer made to the employee.

An employer who fails to provide the required notice to the unit of local government is subject to a civil penalty not to exceed $500 for each day of violation. The employer may avoid this penalty by satisfying the liability to each employee within three weeks after the closing or layoff.
Relation to State, Local, and Other Federal Laws


WARN does not preempt any other federal, state, or local law, or any employer/employee agreement that requires other notification or benefit. Rather, the rights provided by WARN supplement those provided by other federal, state, or local laws.

We sponsor free webinars or off-site workshops to review the WARN ACT and assist your company in the event of a reduction-in-force activity.To receive more information or schedule a WARN ACT Workshop, contact Karen Masullo toll-free at 866-214-5445 or write to km@willowsmarsh.com

In Times of Uncertain Employment – Don’t Panic

In Times of Uncertain Employment - Don't Panic

As a Career Transition professional with more than twenty years of enterprise-level experience, I know that many individuals will seek career advice during what is certainly a troubling time in our economy.

While the below points are true at any time in an employee's career life, they are particularly important to remember given the current unemployment market and uncertainty in Banking and ancillary financial sectors.

1: Don't Panic. Jumping ship without knowing the depth of the water is never wise. Career Transition takes assessment and planning; use this time for self-review and preparation.

2: Your Company may be in flux, but may also be planning to provide you services should a release of workforce be required. These services may include professional career transition and individual outplacement coaching services, severance and/or early retirement packages, job search workshops, career center services, job fairs, and other programs to assist you should a career transition be required. Take advantage of all services offered.

3: Your State Government will work in concert with your company and an Outplacement Services provider to assure you understand the separation process, and all benefits and services available to you.

4: Do not pull out your old resume and simply add your latest position and title. Resumes must be thoughtful and accomplishment oriented; the thought you put into this document is the foundation for your clear articulation of your value to a future employer in telephone interviews, networking conversations, and the interview itself. More important, it is the first work product example you present to your next employer - give it the effort it deserves.

5: Never underestimate the value of interview practice. Outplacement program providers may include video-taping of your interview practice, and you may be surprised what you see upon playback. It is an invaluable exercise. Never wait until an actual interview to think of your answers to important questions.

6: While at work, do not foster the rumor-mill, do not spend time online posting on job boards, or add negativity to an already highly charged, stressful environment. Continue to contribute in a meaningful way, and document your accomplishments during this time. Should a workforce transition occur, you will transition more easily if you can demonstrate to your future employer, your continued contribution to your present employer's challenges.

7: If you need help, ask for it. Employee Assistance Program (EAP) providers are there to help you. Additionally, Managers can help ease employee concerns by offering seminars covering the support services their companies provide.

8: Do not be defined by your current job title or locked in to your current industry. Look at new ways to use your skill-set within your current company, or should career transition be imminent, in alternate industries and businesses. While legacy positions leave the marketplace, new ones are created.

9: Build and maintain long-term, professional friendships. Do not "use" your network - rather, look for ways you can help others in your network; provide value. You are not alone in your fears, and this is no time to live in a bubble.

10: Learn about Social Media and Networking. NETWORK, NETWORK, NETWORK. Explore new tools like visualcv.com to enhance your Network's ability to access your information.

Our team has successfully worked with hundreds of employees and employers through challenging economic times, and we know that Career Transition requires a well-followed plan, not panic. Use your time well, and should a workforce transition occur, you will be ready to move forward successfully.

Have a question? Ask me -
km@willowsmarsh.com
Follow me on Twitter: Ask me on Twitter
My Visual CV: My VisualCV


 
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