Redundancy Training For Employee Reps

This workshop is for those who have been elected to represent the workforce during redundancies who need to develop the skills and knowledge to be and most importantly, to be seen as, effective in their role.

The laws that impact on and around consultation on redundancy can be complex to understand and interpret especially in real workplace situations. Most redundancy situations require effective consultation with employees and/or their representatives. As redundancies within individual businesses and organisations are, fortunately, rare it is probable that employee representatives will be unfamiliar with the law and their specific roles and responsibilities. In addition the stress and worry redundancy causes across the workforce is likely to push the employee representative into an often unofficial counselling and supporting role too

Consequently it is essential that any organisation embarking on or considering redundancies ensures they give adequate and advance training to the employees or employee representatives.

Some of the most common concerns raised by employee representatives relate to:

  • their lack of knowledge of contract variation
  • their ability on behalf of colleagues and workers to commit to contract changes
  • how they feedback to colleagues and fellow workers
  • how to take their views back to management particularly where they feel there is insufficient time for them to make informed judgements and decisions

This one day workshop strikes a balance between essential technical and soft skills. It is for those representatives who have been elected by the workforce to represent them and now need to have and to be seen to have, the skills and training needed to be effective in their role. No employer can afford to risk upsetting their workforce further by failing to support their elected representatives properly.

For Whom
This workshop is designed for elected employee representatives from all business types and sectors, or in the case of very small workforces (less than 20) all staff involved.

The workshop assumes that elections for the role of employee representative have been completed and the representatives have been appointed and ready for role.

Concrew training can also provide prior consultancy and training on the electoral process set against best industrial practice and statutory guidelines where required.

Aims and Objectives

This one-day workshop aims to improve the employee representatives knowledge of redundancy legislation and good practice and develop their skills and confidence in a way that improves their effectiveness in this role.

Content

Participants firstly address the technical components and will receive a good grounding in:-

  • Technical knowledge about the definition of “redundancy” and “collective redundancy”
  • The precise legal rights and responsibilities of employee representatives
  • A best practice gold standard “job” or “role” description for the employee representative
  • All appropriate and specific in house policies and protocols/timetables etc.
  • Due process – which should be set out during the anticipated collective redundancy situation

This session also considers the unofficial demands that colleagues and workers may place on the employee representative in terms of counselling and financial advice. It considers how these initial requests can be responded too, sympathetically and effectively and explores some of the third party support services workers can be sign-posted to.

The redundancy period and process is stressful and challenging. Deadlines and time frames need to be adhered to and tough decisions made. Employee representatives need to understand these challenges and what they as individuals need to do if they are to work effectively within them.

Building on the above foundation of technical competencies, participants are next taken through a personal audit determining what soft skills are needed, collectively and individually. There is a focus on five key soft skill areas including:-

  1. Self-Awareness
    • Managing personal assumptions and own prejudices
    • Objective v Subjective judgements
    • Johari’s Window
  2. Communication
    • active listening
    • observational skills
    • different questioning techniques: closed, open, supplementary, probing, hypothetical
    • body language: posture, gestures, tone, voice, use of words
  3. Influence
    • Assertive – Aggressive – Passive – Passive/Aggressive Behaviour
    • Six techniques to deal with difficult situations
  4. Negotiation
    • The five key stages in any negotiation situation
    • planning your approach in meetings
    • knowing how and when to intervene
  5. Reporting Back and Public Speaking
    Soft skill area 5 combines the foregoing skills and other fresh topics around the theme of public speaking

The course concludes with a consultative and penultimate session to determine if there are any individual/collective concerns and/or requests for further support and advice. We usually find that a course of this kind raises organisational issues and/or questions which have the potential to hijack the training. We have therefore built this session within the event to capture these matters and they will be swiftly reported back to the commissioning client to enable them to be addressed before they escalate into more major problems.

Customisation

All definitions of and contexts for redundancies are covered but it is also possible to tailor content to specific situations. This might, for example, necessitate the inclusion of organisational specific policies and procedures or a more major emphasis on good practice best practice for situations of “collective redundancy” faced by larger enterprises or alternatively the needs of organisations facing smaller scale redundancies. Tailoring to specific situations and circumstances may incur small additional costs.