Dear Editor,
I refer to the management of GPL’s decision to make the operations at the company more efficient by severing employees.
Here are some thoughts for the Director of Human Resources
* The concept of redundancy is based on the idea that a person has a form of property right to his/her job.
* The Termination and Severance Pay Act put on the statute books the definition of redundancy.
* The purpose of redundancy pay is to compensate a worker for loss of job, irrespective of whether that loss leads to unemployment.
* The compensation is for loss of security, possible loss of earnings and fringe benefits, and the uncertainty and anxiety of a change of job.
Eligibility
Redundancies have to be handled in a prescribed way.
* The Termination Act has laid down provisions for the employer to consult the trade unions regarding proposed redundancies.
* Consultation must begin before the redundancies are declared with a view to discussing the plan to see if there are any ways of reducing the numbers involved or reducing the effects of the redundancies.
* The employer is required to give a certain amount of information regarding the redundancies to enable the union to take part in any discussions constructively.
* The points of information to be given are as follows:
1. the reasons for the proposal.
2. the numbers and description of employees involved.
3. the total number of employees of that description.
4. the proposed method of selection.
5. the proposed method of dismissing the employees and the period over which the dismissals will take place.
Do not forget that due regard will have to be taken of any local agreements.
Selection Criteria
Based on my discussions with current employees and some of those made redundant there is no clear indication of what criteria were used to make the employees redundant.
Some of the established criteria are last-in-first-out, skills/experience, discipline/absence and overall performance.
I do hope to see the new technology for improved efficiencies at the GPL in place sooner than later. The CEO commented on new mechanisation. History would show that in 1995 at GEC under the Chairmanship of Mr Raymond Gaskin and personnel manager the redundancy arrangement failed miserably.
I advise the director of Human Resources to utilize much more sophisticated arrangements for redundancy, so that human resource planning is much better performed and this would avoid the need for redundancies.
Yours faithfully,
C Hunter