This might seem like an odd way to introduce this subject (again) but ACAS have updated their guidance on collective redundancy following changes in the law that came into effect in April this year and it is a particular useful guide I recommend you to download.
Of particular use to SME employers is the redundancy selection (yes, SME not just the big employers) because it is of use in redundancy situations AND it can be used in a wide variety of workplace settings. This includes the obvious benefit of measuring work place performance.
Using a matrix is increasingly popular because they:
- contain agreed factors that can be applied to all individuals (although employers sometimes use a
- different matrix for different groups of employers – for example, the engineering team might have a
- different one from the sales team)
- can be easily explained to all staff in advance – it also helps if employee representatives have been consulted when drawing them up
- are ‘felt fair’ by all employees
- give a clear, structured and consistent system for managing selection issues
- can be used at tribunals to defend an employer’s decision.
Before you rush off to start your matrix, it is worth noting one very CRUCIAL factor: the issue of weighting (i., e. how you compare disciplinary record with, for example, performance). This is achieved by weighting the number of available points. See EDC Technology for a free and simple download that illustrates how to start the wighting process.
Below I have listed the key areas included in a typical matrix (you can find this list on page 48 of the ACAS guide).
Outstanding – consistently exceeds company standard
Exceeds objectives of the role
Meets all objectives of the role
Meets some objectives of the role
Fails to meet objectives of the role
Fully competent, multi-skilled, supports others on regular basis
Fully competent in current role
Competent in most aspects of current role, requires some supervision
Some competence in role, requires regular supervision and guidance
Cannot function without close support and/or supervision
No record of disciplinary action
Record of informal disciplinary action
Verbal warning current
Written warning current
Final written warning current
No recorded absence
Some absence but below average for selection pool (or company)
Attendance in line with company (or selection pool) average
Absence level above average for selection pool (or company)
High/unacceptable level of absence
Remember that absence and disciplinary matters need careful consideration, hence they will have a lower weighting than, for example, performance and note that they use “pool” comparrisons.