EMPL 01
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(Ipsa Scientia Potestas Est)
(Ipsa Scientia Potestas Est)
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(Carpe Diem)
(Carpe Diem)
Last updated: 31 October 2009
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Workforce Development
Project Management
EMPLOYMENT REALLOCATION OR TERMINATION
This article relates to options for reallocating team members employed under flexible non-permanent employment contracts with no fixed time period. This article is for information only and advice should be sought from a HR professional before any actions regarding terminating an a workers employment is undertaken.
Project teams usually comprise ‘core team members’ and ‘team members’. ‘Core team members’ are positions required for the entire project duration, ‘team members’ are required for certain phases or activities and as such are engaged and released as required. As the project passes through each phase the PM must review the human resources allocated to the project against project activities (now and planned for the near future) to ensure:
· Appropriate resources (quantity & skill sets) are available to complete tasks, and
· Resources are not being under utilised and thus wasting project funds.
Team members with skills which are found to no longer be required should be reassigned to alternative tasks (if able), redeployed to another project or released from employment. For this reason, many organizations establish project owner’s teams with core team members from the organisations permanent workforce and the remaining team members using short term engagement methods (contractors, consultants, employment agencies etc). While contractor rates are usually higher than employing permanent staff, the advantage is the ability to engage and release workers according to project needs.
The following simple guidelines may assist PM’s with the sometimes unpleasant task of informing a team member their services are no longer required:
· Ensure up front that contract team members understand the nature of projects and the possibility their services may at some point prior to project completion, no longer be required and thus terminated.
· Were possible identify obvious phases were team members may not be required and plan with them in advance to undertake alternative project responsibilities. During project planning, allocating resources to scheduled tasks on the Gantt chart will assist with this future planning.
· If a team member must be released, arrange to meet with them in private, explain to them why their services are no longer required and that the decision to let them go is not based upon their performance (even if it is).
· Agree an appropriate time frame for them to transition from the project, in some cases this may be mandated by their employment contract (i.e. 30 days notice unless for disciplinary dismissal) however in the case of some employment agencies notice can be the same day.
· If appropriate give them support in the form of leave to attend prospective employment opportunities. Whether this is paid or unpaid depends on your company’s policy, culture, the employee’s previous work ethic and their contribution to the project.
· If they are employed through an employment agency, notify the relevant contact at the agency in writing on the same day.
· Soon after meet with project team members and inform them of the planned change. In some cases you may have to do some reassuring that their job is still safe (for now). Dismissal of a team member, even when not performance based can be like confidence in stocks on the stock exchange, once one falls it can have a domino effect on other team member’s confidence in their job security.
· Prepare an ‘organisational announcement’ in advance and release to relevant stakeholders within one day of team members being informed. It may also be wise to re-issue a revised project organisation chart.
· Depending on the time the person has been on the project, it may be appropriate to have a farewell morning team or dinner. Again, your company policy, culture and the particular circumstances will dictate the appropriateness of this.
· If they were a good worker, offer the team member to use you as a referee, but don’t agree unless you are happy to put your name forward in support of the person. Saying no in these circumstances can be difficult, but then again that’s why you’re the boss.
Being the one who must inform people that their job is not there for them can be tough, however recognise that this is the nature of projects, structure your dismissal process and save your emotions for situations that warrant them.
Would you please let me know if you enjoyed this short article by clicking here
This article relates to options for reallocating team members employed under flexible non-permanent employment contracts with no fixed time period. This article is for information only and advice should be sought from a HR professional before any actions regarding terminating an a workers employment is undertaken.
Project teams usually comprise ‘core team members’ and ‘team members’. ‘Core team members’ are positions required for the entire project duration, ‘team members’ are required for certain phases or activities and as such are engaged and released as required. As the project passes through each phase the PM must review the human resources allocated to the project against project activities (now and planned for the near future) to ensure:
· Appropriate resources (quantity & skill sets) are available to complete tasks, and
· Resources are not being under utilised and thus wasting project funds.
Team members with skills which are found to no longer be required should be reassigned to alternative tasks (if able), redeployed to another project or released from employment. For this reason, many organizations establish project owner’s teams with core team members from the organisations permanent workforce and the remaining team members using short term engagement methods (contractors, consultants, employment agencies etc). While contractor rates are usually higher than employing permanent staff, the advantage is the ability to engage and release workers according to project needs.
The following simple guidelines may assist PM’s with the sometimes unpleasant task of informing a team member their services are no longer required:
· Ensure up front that contract team members understand the nature of projects and the possibility their services may at some point prior to project completion, no longer be required and thus terminated.
· Were possible identify obvious phases were team members may not be required and plan with them in advance to undertake alternative project responsibilities. During project planning, allocating resources to scheduled tasks on the Gantt chart will assist with this future planning.
· If a team member must be released, arrange to meet with them in private, explain to them why their services are no longer required and that the decision to let them go is not based upon their performance (even if it is).
· Agree an appropriate time frame for them to transition from the project, in some cases this may be mandated by their employment contract (i.e. 30 days notice unless for disciplinary dismissal) however in the case of some employment agencies notice can be the same day.
· If appropriate give them support in the form of leave to attend prospective employment opportunities. Whether this is paid or unpaid depends on your company’s policy, culture, the employee’s previous work ethic and their contribution to the project.
· If they are employed through an employment agency, notify the relevant contact at the agency in writing on the same day.
· Soon after meet with project team members and inform them of the planned change. In some cases you may have to do some reassuring that their job is still safe (for now). Dismissal of a team member, even when not performance based can be like confidence in stocks on the stock exchange, once one falls it can have a domino effect on other team member’s confidence in their job security.
· Prepare an ‘organisational announcement’ in advance and release to relevant stakeholders within one day of team members being informed. It may also be wise to re-issue a revised project organisation chart.
· Depending on the time the person has been on the project, it may be appropriate to have a farewell morning team or dinner. Again, your company policy, culture and the particular circumstances will dictate the appropriateness of this.
· If they were a good worker, offer the team member to use you as a referee, but don’t agree unless you are happy to put your name forward in support of the person. Saying no in these circumstances can be difficult, but then again that’s why you’re the boss.
Being the one who must inform people that their job is not there for them can be tough, however recognise that this is the nature of projects, structure your dismissal process and save your emotions for situations that warrant them.
Would you please let me know if you enjoyed this short article by clicking here
Resource (HR) Reallocation or Dismissal
PM Tools
| Form No. | Description | Cost AUD |
| Organisational Announcement | Free | |
| Project Organisational Chart | Free |