Rightsizing And Restructuring - CiteHR
Afolabi Ajayi
Hr/mktg Consultant

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Dear Friends,
My organisation has got 10 manufacturing plants across India and one overseas plant.The people strength is approx.4000.
The business is managed by professional business managers for each SBU for 6 SBU's.
I am asked to propose a Rightsizing/Restructuring/Downsizing Policy for Group so that none of the SBU Head victimize any one nor take hasty & arbitrary decisions.As per current policy no one can be fired unless indulged in Fraud,Misappropriation etc.
Suggestions are welcome from forum to evolve a scientific policy for the Group.
Do any one have such an policy in place?
Even if it is in Authority Metrics - it will help us.

Dear Collegues,

Most times because of the sensitivity of the issue at stake most Companies seek the services of reputable Human Capital Consulting Firms

to carry out these tasks.

However for our exposition we could draw-up some criteria/parametres that could serve as guide in attending to this task-which would include but

not limited to the following:

*Physical Age of Employee

*Length of Period he/she has served

*Attainment of Official Retirement Age

*Relevance of Employee(considering available technology etal)

*Redundancy (number needed in each unit/dept)

*Quality of Human Capital (level of educational qualification)

*Confirm Room for Improvement/Retraining

*Confirm Possibility of Conversion (if need be)

*Carry-out Security/Safety Check on Employee

*Confirm Health/Medical Fitness of Employee

*Confirm Moral Standing of Employee-fraud, drugs etal

Actually the list can go on and on that is why each business environment should determine what they need to watch-out for when it comes to

re-structuring/rightsizing.

The above stated could just be the basis to start work with.

Thanks

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