HRM Manage Separation or Termination

This document provides a comprehensive analysis of the current separation and termination policy of an organization, including the operation and planning of employee separation events, implementation of procedures to improve termination quality, and ensuring compliance with legal requirements. It also highlights best practices in termination and separation systems and emphasizes the importance of consultation with relevant managers and respect for staff.

HRM Manage Separation or Termination

TABLE OF CONTENTS
Part 1 Brief description of organization...........................................................................................1
Part 2 Reviewing and analysing the current separation and termination policy through addressing
the below points...............................................................................................................................2
Locating Separation and Termination policy and procedures.....................................................2
Locating supporting documentation............................................................................................2
Part 3 Operation and Planning.........................................................................................................3
Operation of attainment and planning of employee separation and termination events.............3
Implementation of procedure to improve and develop quality of termination and separation
events..........................................................................................................................................4
Ensuring compliance through several awards, contracts agreements act and other legal and
statutory requirements.................................................................................................................5
Part 4 Critical analysis of research...................................................................................................6
Highlighting features of best practice systems of termination/ separation and linked with legal
requirements................................................................................................................................6
Encouraging and providing consultation with relevant managers before introduction of new
systems or procedures.................................................................................................................7
Ensuring respect for staff, offering strict confidentiality and complying with legislation.........8
Collecting and implying feedback for making refinements to procedures, policies and
supporting documents for termination and separation such as quality control mechanism........8
REFERENCES................................................................................................................................9
APPENDIX....................................................................................................................................11
Appendix 1................................................................................................................................11
Appendix 2................................................................................................................................22

Part 1 Brief description of organization
The Star Industries is a manufacturer, retailer and wholesaler providing high-quality
doors and windows for commercial and residential premises. Firm makes good premium quality
designs of items and is differentiated from other manufacturers and places low cost strategy for
importers in effective manner. They compete in high price and quality market and they have
positioned themselves as market leader in the Australian market of door and window products1.
It has two manufacturing site that is in Sydney and Perth and its Star display centres are situated
in each capital city in Australia. There are different types of doors and windows as of Timber
solid, timber internal, aluminium, composite, security, fire doors and custom. Moreover,
company has several other designs namely sliding doors, external bi-fold doors, hinged doors,
internal bi-fold doors, awning windows, sliding and bi-fold windows, casement windows and
double hung windows which are quite lucrative for customers to buy. Henceforth, its shower
screens are of framed, semi-framed and frameless type. Its display centres are staffed through
State Sales managers, sales Admin staff and Sales Reps2. The builders and customer could come
across centers with innovative home or renovation plans and its qualified sales representatives
offer personalized and professional design services for attaining requirements of customers.
It also offers high quality point of sale materials for influencing the customer, designers
and architects such that products are specified in plans as per ISO 9000 quality accreditation. The
representatives of sales closely work with designers and architects. This organization has
separate human resource department which is under CEO as tow HR officer and three HR
Assistant. The sales revenue of Star Industries is $60.96 million with its net profit of $5.57
million which is 9% of total sales. The vision of organization is to be first choice for designers,
architects and customers building of high-quality home along with commercial premises. On
1 Star intranet. 2019. [Online]. Available through
<https://ols.oten.tafensw.edu.au/ols/resource/127/subject/BSBHRM505B_1/26880/
new_star_intranet/content/products.html>.
2 About Star intranet. 2019. [Online]. Available through
<https://ols.oten.tafensw.edu.au/ols/resource/127/subject/BSBHRM505B_1/26880/
new_star_intranet/content/about.html>.
1

basis of its mission is to be leading quality supplier of window and door product in their region
through offering the customers with new services and goods which anticipate and satisfy the
requirements on full basis. This organization has total 183 employees as it follows hierarchical
structure which is categorized in different departments such as senior management, human
resources, operations, finance and administration, manufacturing, sales, marketing and HR
advisors3.
The objectives of this organization with context to various perspectives are stated below:
 To exceeding and understanding the needs of customers and delivering the best customer
service in fully aspect.
 To keeping it innovative and attracting, customer focused staff who could support the
business expansion and rewarding performance in fair and equitable manner.
 To implying best in class window and door manufacturing techniques for maximizing the
quality of whole range of the product.
 To maintain and develop a range of the product which shows modern architectural colors,
designs and materials.
 To attain best in class warehousing, distribution and ordering practices through entire
operation.
Part 2 Reviewing and analysing the current separation and termination policy
through addressing the below points
Locating Separation and Termination policy and procedures
Attached in Appendix 1
Locating supporting documentation
Attached in Appendix 2
3 Documents of Star intranet. 2019. [Online]. Available through
<https://ols.oten.tafensw.edu.au/ols/resource/127/subject/BSBHRM505B_1/26880/
new_star_intranet/content/documents.html>.
2

Part 3 Operation and Planning
Operation of attainment and planning of employee separation and termination events
The above policy is related to Separation/ termination with redeployment and redundancy which
leads to retain existing staff members through adaption of fair and responsible approach to
employees impacted through alteration4. The objective of this policy is for minimising
retrenchment through ensuring fair redundancy process along with providing alternative
opportunities of employment at same level of categorisation, salary with context to experience
and qualification. Organizational change engages the loss of positions could be highly stressful
for staff5. The Star industries would minimise stress through keeping the staff informed through
providing personal council and even to assist the staff members for reflecting skills in positive
aspect. The purpose of policy is stated as redeployment signifies appointment of employee
directly deemed surplus as per requirements to an alternative position of less classification level
and equal as well. Apart from this, redundancy is elaborated as position redundancy where major
portion or work is not required to be performed on longer basis. Retrenchment is referred as
termination of employment of any staff member as redundancy’s outcome6. While considering
redundancy, it is very significant for considering problems related to general termination. In this
context, there are major policies and procedures that should be in place prior to issue of
redundancy notices.
4 Jirjahn, U., 2018. The adoption and termination of profit sharing for employees: does
management’s attitude play a role?. Applied Economics, 50(2), pp.108-127.
5 Employee termination Procedure and Policies. 2019. [Online]. Available through
<https://www.bizfilings.com/toolkit/research-topics/office-hr/using-proper-employee-
termination-procedures>.
6 Zhang, J. and Du, M., 2018. UNDERSTANDING THE REASONS FOR CUSTOMER
RELATIONSHIP TERMINATION: EMPIRICAL EVIDENCE FROM CHINESE B2B
FIRMS. International Journal of Information, Business and Management, 10(1), pp.14-35.
3

Implementation of procedure to improve and develop quality of termination and separation
events
There is consideration of using a procedure for improving and developing quality of termination
and separation events is stated as position to surplus to it requirements such as redundant. The
relevant manager should complete submission to General Manager and sending copy to Human
resources7. This must address the effect of position redundancy on section and individuals
engaged along with steps for mitigating any adverse impacts. Apart from this, it must also
address that position is not essential for some reasons such as technological, financial, and
structural or of same nature which might consider management began alteration to structure of
section which impact duties of position. Moreover, with context to financial necessity where any
position is not required and could not be afforded for alteration in work methods8. It will give an
outcome in work of position which is no longer required for performed and any position to be
bon fide redundancy should cease to exist and absence of plans for filing the position in
foreseeable future. The payment of retrenchment has outcome through bona fide redundancy
retains favourable taxation treatment through Australian Taxation Office.
It can be said that workers are motivated for doing alternative work by offer process and
when employee agrees with the same, suitable position is offered. This refuses the position with
consideration of employer whereas this refusal is not reasonable, that might lose other payments
which are statutory redundant in nature. The new offer of specific alternative work should have
same status, offering same earnings, within capability of employee and may not cause work
inconvenience to employees. In similar aspect, it could be developed and improved with
dismissal report which includes relevant legislation or Award and agreement clauses along with
policy provisions9. This advices the production manager on basis of procedure for summary
7 van den Berg, C., van der Meer, F.M. and Dijkstra, G.S., 2016. Separation vs Harmonization: A
comparative study of civil service legal arrangements in Europe. International Journal of Civil
Service Reform and Practice, 1(1).
8 Dessler, G., Cole, N.D. and Chhinzer, N., 2015. Management of human resources: The
essentials. Pearson.
9 Falcone, P., 2017. 101 sample write-ups for documenting employee performance problems: A
guide to progressive discipline and termination. Amacom.
4

dismissal with its sub elements such as introduction, legislation award coverage, procedure,
cases and precedents along with recommendation.
Ensuring compliance through several awards, contracts agreements act and other legal and
statutory requirements
The separation and termination with redundancy and redeployment could be complied by
different awards, contracts, agreements act along with other statutory and legal requirements are
stated below:
The duration of redeployment is redeployed through alternative consulting position along
with completion of 12-week trial period. This has not redeployed through alternative position by
end of 12-week redeployment period or process. The offer of alternative position should be
refused at same salary and as per General Manager’s opinion and consultation with union,
reflects a reasonable and suitable redeployment. With context to Star industries obligation and
rights of staff member within policy with context to retrenchment and redeployment would be
deemed for expired and benefits of retrenchment are not payable. The termination should be
given on grounds of law such as not breach of contract, discrimination, equal opportunity and
other legislation along with compliance of agreement or award which recoups the employee and
valid reason for termination. The legislation prohibits employer through dismissing and adverse
impact of employment of employee on prescribed ground.
The unfair dismissal claim could be stated as eligible employee to the Fair work
commission in dismissal 21 days. The Federal and State equal opportunity along with anti-
discrimination legislation had set out a broad range of ground discrimination within situations of
employment that is not even lawful. It must ensure about highly familiar with legislation of
provision that even recoups the staff. The Industrial instruments had undertaken Fair Work act
which considers modern awards and collective agreements10. There is absence of statutory
requirement for issuing a written employment contract to an employee.
10 Magotsch, M. and Kremp, P.R., 2018. Termination of employment. In Key aspects of German
employment and labour law (pp. 171-193). Springer, Berlin, Heidelberg.
5

Part 4 Critical analysis of research
Highlighting features of best practice systems of termination/ separation and linked with legal
requirements
This is considered as key decision for company to plan redundancies for retaining and to one to
let them go. With context to possibilities, it is essential for keeping people with vital skills and
experience for taking the organization forward. Consequently, the important part of decision is
the legislative and contractual obligations to be required to attain11. If there is absence of
contractual commitment and award for purpose of complying with redundancy, then organization
might formulate policy on its own. This policy must be published to the whole staff as there are
various factors which could be observed. For instance: Seniority, skills and abilities, job
performance, attendance and age. The best practice principles are stated below:
 Consulting with union and establishing selection criteria.
 Giving too many warnings with high possibilities.
 Seeking fair selection as per chosen criteria.
 Consideration of availability of alternative employment
 Maintaining on going communication with staff related to negotiations of redundancy.
 If there is allowance of resources of organization, consideration of making the services of
outplacing agency for assisting12.
 Discussion should be held related to alternatives of redundancy with high possibilities
such as sharing of job, salary reductions, decreased working hours.
11 Bevan, S., 2016. Analysing, monitoring and costing labour turnover. Research Handbook on
Employee Turnover, pp.79-108.
12 Lord, J.D., Percy, D.F. and Rowlands, K., 2018, September. The location and type of
employment tribunal claim can determine the chances of success: a unique investigation into the
history and current workings of the employment tribunal system. In Proceedings, British
Academy of Management Conference 2018. British Academy of Management.
6

Encouraging and providing consultation with relevant managers before introduction of new
systems or procedures
The relevant manager and general manager would consult with General Manager human
resources before making decision regarding submission. The human resource of general manager
would ensure about consultation incur among management, relevant union and impacted staff
members before undertaking any decision. The reasons for company to consider that employees
could be retrenched are:
 Categorization and number of positions impacted.
 Classification, number, locations and details of employees which are likely to be
retrenched13.
 Similar aspect of positions expectations to be highly essential for performance of
continuing function within affected portion.
 Employee details which are likely to be impacted.
Discussion with staff and union must consider:
 Mode to substitute redundancies
 Retraining and redeployment prospects for concerned employees.
 Appropriateness of implying voluntary retrenchment and early retirement.
 Method to determine employees with excess requirements regarding specific matters
related to this discussion14.
Ensuring respect for staff, offering strict confidentiality and complying with legislation
The definite decisions are undertaken for declaring position or redundant, human resources
general manager should encourage in writing as every staff is affected:
 The procedure to be followed with context to retraining, redeployment, retrenchment and
voluntary separation.
13 Oktafianto, M.R., Al Akbar, Y.F., Zulkifli, S. and Wulandari, A.M., 2018. Dismissal working
relationship using analytic hierarchy process method. International Journal of Pure and Applied
Mathematics, 118(7), pp.177-184.
14 Verkerke, J.H. and Freyens, B., 2017. Mapping Employment Dismissal Law: A Leximetric
Investigation of EPL Stringency and Regulatory Style. Available at SSRN 2989848.
7

 The duration of period, Star industries directly intends to carry out the redundancy.
 Up to date details of entitlements of voluntary separation along with direct access to
systematic financial consulting would be offered in specific cases.
 The staffs are redeployed to alternative position within minimum of 12 weeks from letter
date that would be retrenched and entitled to relevant provisions of retrenchments.
Collecting and implying feedback for making refinements to procedures, policies and supporting
documents for termination and separation such as quality control mechanism
The collection of feedback and implication to make refinements is regarded as natural concept
for multi criteria decision making. There is formulation of queries as criteria of selection
aggregated through mode of all systematic operators. The data collection is performed as
procedure to evaluate satisfaction degree of criteria of every document and aggregating them.
The other decisional instances directly concern with problem to improve retrieval performance
by undertaking the account indication of users on relevance of the documents15. The mechanisms
of relevance feedback directly exploit interaction of user system with context to improve
retrieval outcome by mode of an iterative procedure of refinement of query. In the process, the
main decisional issue is extracting the concept to expand and modifying initial query do it
bitterly shows the needs of information of the user in termination and separation16.
REFERENCES
1. Bevan, Stephen. "Analysing, monitoring and costing labour turnover." Research
Handbook on Employee Turnover (2016): 79-108.
2. Dessler, Gary, Nina Dawn Cole, and Nita Chhinzer. Management of human resources:
The essentials. Pearson, 2015.
15 Jin, Y., Fukahori, R. and Morgavi, H., 2016. Labour market transitions in Italy: Job separation,
re-employment and policy implications. OECD Economic Department Working Papers, (1291),
p.0_1.
16 Wen, C.K., Muthuveloo, R. and Ping, T.A., 2017. The Effects of Heart Count on Employee's
Perception on Separation. J. Eng. Applied Sci, 12(2), pp.248-252.
8

3. Falcone, Paul. 101 sample write-ups for documenting employee performance problems:
A guide to progressive discipline and termination. Amacom, 2017.
4. Jin, Yosuke, Ryotaro Fukahori, and Hermes Morgavi. "Labour market transitions in Italy:
Job separation, re-employment and policy implications." OECD Economic Department
Working Papers 1291 (2016): 0_1.
5. Jirjahn, Uwe. "The adoption and termination of profit sharing for employees: does
management’s attitude play a role?." Applied Economics 50, no. 2 (2018): 108-127.
6. Lord, J. D., D. F. Percy, and K. Rowlands. "The location and type of employment
tribunal claim can determine the chances of success: a unique investigation into the
history and current workings of the employment tribunal system." In Proceedings,
British Academy of Management Conference 2018. British Academy of Management,
2018.
7. Magotsch, Michael, and Pascal R. Kremp. "Termination of employment." In Key aspects
of German employment and labour law, pp. 171-193. Springer, Berlin, Heidelberg, 2018.
8. Oktafianto, M. R., Y. Fitrian Al Akbar, Sodikin Zulkifli, and A. Maseleno Wulandari.
"Dismissal working relationship using analytic hierarchy process method." International
Journal of Pure and Applied Mathematics 118, no. 7 (2018): 177-184.
9. van den Berg, Caspar, Frits M. van der Meer, and Gerrit SA Dijkstra. "Separation vs
Harmonization: A comparative study of civil service legal arrangements in
Europe." International Journal of Civil Service Reform and Practice 1, no. 1 (2016).
10. Verkerke, J. H., and Benoit Freyens. "Mapping Employment Dismissal Law: A
Leximetric Investigation of EPL Stringency and Regulatory Style." Available at SSRN
2989848 (2017).
11. Wen, Chue Kar, Rajendran Muthuveloo, and Teoh Ai Ping. "The Effects of Heart Count
on Employee's Perception on Separation." J. Eng. Applied Sci 12, no. 2 (2017): 248-252.
12. Zhang, Jing, and Mingfei Du. "UNDERSTANDING THE REASONS FOR CUSTOMER
RELATIONSHIP TERMINATION: EMPIRICAL EVIDENCE FROM CHINESE B2B
FIRMS." International Journal of Information, Business and Management 10, no. 1
(2018): 14-35.
13. About Star intranet. 2019. [Online]. Available through
<https://ols.oten.tafensw.edu.au/ols/resource/127/subject/BSBHRM505B_1/26880/
new_star_intranet/content/about.html>.
14. Documents of Star intranet. 2019. [Online]. Available through
<https://ols.oten.tafensw.edu.au/ols/resource/127/subject/BSBHRM505B_1/26880/
new_star_intranet/content/documents.html>.
9

15. Employee termination Procedure and Policies. 2019. [Online]. Available through
<https://www.bizfilings.com/toolkit/research-topics/office-hr/using-proper-employee-
termination-procedures>.
16. Star intranet. 2019. [Online]. Available through
<https://ols.oten.tafensw.edu.au/ols/resource/127/subject/BSBHRM505B_1/26880/
new_star_intranet/content/products.html>.
10

APPENDIX
Appendix 1
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Appendix 2
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