How Can We Develop a Fair Rightsizing Policy Without Unfair Terminations?

Dear Friends,

My organization has 10 manufacturing plants across India and one overseas plant. The workforce comprises approximately 4000 employees. The business operations are overseen by professional managers, with each Strategic Business Unit (SBU) being managed by a dedicated business manager for a total of 6 SBUs.

Task of Proposing a Rightsizing/Restructuring/Downsizing Policy

I have been tasked with proposing a Rightsizing/Restructuring/Downsizing Policy for the Group to ensure that no SBU Head victimizes any individual or makes hasty and arbitrary decisions. According to the current policy, termination is only permissible in cases involving fraud or misappropriation.

I welcome any suggestions from the forum to develop a systematic policy for the Group. Does anyone have such a policy in place? Insights on Authority Metrics would also be greatly appreciated as they could assist us in this endeavor.

Thank you.

Dear Colleagues,

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/parameters that could serve as a guide in attending to this task, which would include but not be limited to the following:

- Physical age of the employee
- Length of the period he/she has served
- Attainment of official retirement age
- Relevance of the employee (considering available technology, etc.)
- Redundancy (number needed in each unit/department)
- 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 the employee
- Confirm health/medical fitness of the employee
- Confirm moral standing of the employee (fraud, drugs, etc.)

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 restructuring/rightsizing.

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

Thanks