This checklist pre-layoff template has 2 pages and is a MS Word file type listed under our human resources documents.
CHECKLIST PRE-LAYOFF GUIDELINES Before considering a layoff or downsizing you should plan to address the following checklist: Prepare a layoff policy if you don't already have one. Emphasis on the importance of objective factors like company needs, financials, seniority, past work performance, anticipated needs for skills and experience, and compliance with laws. Create a "ranking" process using these factors, and follow it consistently through a form-based approach. Ask your lawyer and review team to analyze your Reduction in Force (RIF) procedure before and after it is implemented. Consider hiring an industrial relations statistician to review a RIF decision before they are implemented to prevent disparate impact discrimination claims. Analyze possible alternatives to downsizing such as wage reduction, benefit reduction, and elimination of overtime. Approach your employees and find out if they can think of new ways to generate business. Look for old projects that can be expanded or old clients that can be reactivated. Increase company communications including company and individual expectations, benchmarks, guidelines, and feedback mechanisms. Be open with information. Share your financial position with your employees through open book management.
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This checklist pre-layoff template has 2 pages and is a MS Word file type listed under our human resources documents.
CHECKLIST PRE-LAYOFF GUIDELINES Before considering a layoff or downsizing you should plan to address the following checklist: Prepare a layoff policy if you don't already have one. Emphasis on the importance of objective factors like company needs, financials, seniority, past work performance, anticipated needs for skills and experience, and compliance with laws. Create a "ranking" process using these factors, and follow it consistently through a form-based approach. Ask your lawyer and review team to analyze your Reduction in Force (RIF) procedure before and after it is implemented. Consider hiring an industrial relations statistician to review a RIF decision before they are implemented to prevent disparate impact discrimination claims. Analyze possible alternatives to downsizing such as wage reduction, benefit reduction, and elimination of overtime. Approach your employees and find out if they can think of new ways to generate business. Look for old projects that can be expanded or old clients that can be reactivated. Increase company communications including company and individual expectations, benchmarks, guidelines, and feedback mechanisms. Be open with information. Share your financial position with your employees through open book management.
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