Managing Separation and Termination in Higher Learning Institutions

This article discusses the redundancy policy in higher learning institutions, including its components and purpose. It also provides an exit interview form and strategies to increase employee retention. Additionally, it explores the demographic trends related to retirement and how they may affect organizations.

Running head: MANAGING SEPARATION AND TERMINATION 1
Managing Separation and Termination
Student’s Name:
Institution’s Name:

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Institutions of higher learning acknowledges the input of the university staff towards the
achievement of its objectives and goals in the core areas of the university. It is also the
responsibility of the university to protect the employees by avoiding redundancy at all cost or
managing it with utmost fairness and sensitive if at all redundancy occurs and it could not be
prevented, because the university is facing some challenges that may lead to redundancy. The
redundancy policy enables the institution to avoid redundancies or to minimize the impact of
such when it occurs.
The redundancy policy contains important provisions that should be referred to in an event or
occurrence of redundancy at the work place. The policy should include the following
components:
1. Background information.
The policy is developed to support the specification that pertain to transfers, dismissal and
Voluntary early retirement at Australian University for employees who are protected by the
employment agreement in the institution. The Redundancy policy applies to all staff members
that have an employment contract with the institution.
2. Policy Statement.
The university extremely esteems its employees and is devoted to ensuring the job security and
where possible growing its staff by offering opportunities for promotion to its employees.
When there is need to reduce the university workforce, the exercise will occur through voluntary
measures and the involuntary redundancies will play last.

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Whenever possible, in order to avoid the redundancy notification, the institution may consider
the right to transfer an affected employee to a position that suits them in compliance with the
staff agreement and the redundancy policy. The policy will be effective in the management of
termination, transfers, giving up work and retrenchment.
3. Policy Purpose.
The policy enlightens the employees of the procedure and their rights to use in instances where
the institution declares that their services are not required anymore.
4. Application of the policy.
This component shows to who the policy is applicable and reasons that may necessitate
redundancy and other important subsections.
4.1 Staff Covered by Policy.
The policy applies to the staff that are permanently employed in the organization.
4.2 Reasons for Redundancy.
Redundancy occurs when the institution states that it no longer requires a certain position in the
university. The reasons for such decisions may be due to specific economic challenges being
faced by the institution or the transfer of the position to another affiliate university.
4.3 Formal Notice of Redundancy.
In situation where the institutions unable to provide transfers, it is tasked with the responsibility
to issue a formal notice to the affected staff members. The notice should be issued according to
the number of years the employee has worked for the organization.

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4.4 Staff members may elect to take voluntary Redundancy or redeployment.
Any staff member who has received a formal notice of redundancy may wish to write to the
institution seeking redeployment or voluntary redundancy. The letter should state when they
wish to take the early leave and if seeking for transfer then to where.
4.5 Income maintenance for professional staff members.
When a staff member agrees to be redeployed to a position considered lower than the one made
redundant by the university, then it is the responsibility of the university to pay the staff member
the salary he/she used to receive before the redeployment for a period of 12months after which
the employee receives salary applicable to the new position.
4.6 Severance pay.
If an alternative employment is issued to an employee who was meant to receive the severance
pay the staff member stops being eligible for the pay. In cases where the employee decides to
take voluntary redundancy or the involuntarily made redundant then the severance pay is
applicable.
4.7. Capping of Notice and Severance payments.
The highest amount of money that the staff may receive from the redundancy payments is
covered under the 78weeks salary.
4.8 Involuntary Redundancy payment.
Staff member will be paid severance payments for involuntary redundancy if they sought
transfers and the organization failed to deploy the employee.
4.9 Voluntary Retirement.

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A staff member who is 2years away from retiring may choose to voluntarily retire before their
time. The retirement should be formally documented.
5. Approvals.
All decisions in relation to the implementation and use of this policy must follow the university
protocols. Necessary signatures must be appended by the university Vice Chancellor, member of
the senior executive and the director of Human Resource.
6. Policy Review.
Changes to the policy may be made from time to time to improve its efficiency and
effectiveness. This section also makes it possible for employees to make suggestions and to
forward them to the Human Resource Advisory service
Task Number 2. Exit Interview Form for ABC Company.
An Exit interview is a survey that is undertaken when an employee leaves their job. The
information obtained from the feed is used by the organization to ascertain why employees are
leaving, what the enjoyed about their employment and the areas where the company needs to
improve on. The Exit interview Form is one way of conducting the exit interview and here is the
form I would design for the ABC Company.
NAME
JOB TITLE
DEPARTMENT

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DATE OF EMPLOYMENT
DATE OF LEAVING OFFICE
TOTAL LENGTH OF SERVICE
OTHER POSITIONS HELD WITH THE ORGANIZATION.
1. Please describe the primary reason(s) you are living employment
2. Did dissatisfaction with any of the following factors influence your decision to leave?
Yes No
Type of work
Working conditions (Setting, Schedule, travel flexibility)
Salary
Administrator
Place
Expenses
Travel expenses

MANAGING SEPARATION AND TERMINATION 7
3. Kindly rate the following aspects of the job you are leaving, on a scale of 1-5
1
Poor 2
3
Average 4 5
Excellent
Types of duties performed
Fairness at work
Salary
Working conditions
Tools and equipment provided
Received Training
Co-operation with colleagues
How supervision was done
Contribution in decisions that affected you.

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Question 3. Ways to help ABC Company to Increase Retention and reduce attrition of
Employees.
Employees are the most valuable assets in every organization. It is the responsibility of the
company to ensure the employees feel valued. There are important strategies an organization can
employ to ensure it retains its employees.
Conducting stay interviews is one of those beneficial mechanisms. It is important to carry out
surveys by meeting with the teams and ask them what is working for them, how they are relating
with one another and their supervisors as well and foster the communication in the organizations.
Promptly communicate every event and activity taking place and also find solutions to address
Matters that may arise.
Empowering the teams is another strategy. The role of the leaders in the organization is to
provide support and direction where necessary. It is important to note that the people in the
organization are skilled and are willing to work to their level best. It is important to focus on
empowering the teams so that they may feel worthy and appreciated and also give them an
opportunity to grow and not to feel stagnant in that same place.
Avoid micromanaging. Every institution hires a talented work force and for this reason there is
no need to micromanage. It is important to give employees freedom to experience growth and to
take initiative. They should be given the chance to take risks and have new experience, that way
growth will be possible and employees will feel motivated.
By employing the above strategies and focusing on the happiness and satisfaction of employees
it will be possible to retain employees because their needs are well catered for and their working
environment is conducive.

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Question 4. Report understanding the Demographic trends related to retirement and how it may
affect the organization.
Over the years the world has been changing in every aspect of life. There has been notable
change in demographic trends and the trends affect several faculties of live. Many people are
leaving the labor force at a very younger age and even younger themselves. Demographic
changes are the main reasons why companies must adjust and be prepared to face the effects of
the same. The demographic changes affecting the workforce includes the aging population.
There are a series of welfare services and pressures on health that are being imposed and this
may lead to early retirements. Also as children are growing they are taking care of their parents
and hence the older population may go for an early retirement. Affecting the organization. When
people are aging it means that retirement is also approaching and the current aggressive nature of
individuals may make them to retire early.

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References.
Osder, S. (2012). Practical View of REdundancy Management Application and Theory. Journal
of Guidance, Control and Dynamics, 12-21.
Sinha, C. (2012). Factors Affecting Employee Retention: A comparative Analysis of Two
Organization from Heavy Engineering Industry. European Journal of Business and Management.