Skip to Main Navigation

Managing retrenchment (English)

Retrenchment may sometimes be a necessary part of securing future employment for large sections of the workforce. However, the key to a good outcome lies in developing and implementing a retrenchment procedure that achieves the commercial gains of the process while minimizing the impact of job losses on workers and communities. The aim of this Note is to provide guidance to IFC clients and the wider private sector operating in emerging markets on how best to plan and manage significant job losses. A well-managed process can help avoid a host of problems and result in better outcomes for the company, its employees and the wider community. This Note contains a range of good practice measures that can help companies think through the key issues, avoid common pitfalls and hidden problems, and design a comprehensive retrenchment plan. For more publications on IFC Sustainability please visit www.ifc.org/sustainabilitypublications.

Details

  • Author

    Gobbons, Steve, Sequeira,Debra

  • Document Date

    2005/08/01

  • Document Type

    Working Paper (Numbered Series)

  • Report Number

    33659

  • Volume No

    1

  • Total Volume(s)

    1

  • Country

    World,

  • Region

    The World Region,

  • Disclosure Date

    2010/07/01

  • Disclosure Status

    Disclosed

  • Doc Name

    Managing retrenchment

  • Keywords

    Environment and Social Development;termination of employment;criteria for selection;number of workers;find new employment;number of jobs;severance payment;trade union;Social Impact Assessment;contract of employment;collective bargaining agreement;trade union membership;loss of income;local government authority;job loss;selection criterion;reduction in numbers;civil society group;good practice measure;loss of employment;national government agency;absence from work;negative social impacts;private pension arrangement;resistance to change;delivery of service;access to information;infrastructure and services;trade union representative;loss of wage;literacy and numeracy;payment of salary;small business development;sound financial footing;Local Economic Development;sum of money;retrenchment process;retrenchment plan;retrenched worker;redundant worker;employee representative;early retirement;alternative employment;national legislation;legal requirement;national rules;labor negotiation;job market;living allowance;voluntary severance;gender impact;suitable alternative;industrial relation;affected worker;skill set;job opportunities;part-time employment;temporary worker;job opportunity;local economy;governmental authority;national origin;job placement;grievance procedure;voluntary measure;pension payment;plant closing;qualification requirement;rural migration;accurate information;life chances;national groups;termination benefits;financial counseling;salary levels;competent authority;reasonable notice;work force;unemployment benefit;administrative burden;financial compensation;wage level;pension benefit;real shock;future pension;pension issue;skill development;finding job;financial advice;Labor Market;rural region;local bank;financial matter;private agency;educational level;private institution;voucher training;state council;outstanding loan;retrenchment payment;family situation;maximum extent;Equal Opportunity;social responsibility;formal sector;living standard;transition period;rural labor;market survey;agreed method;business management;grievance mechanism;severance package;operational requirement;marital status;family responsibility;political opinion;social origin;maternity leave;future employment;voluntary departure;potential investment;retraining effort;objective criterion;working population;dismissal procedure;transparent process;retrenchment program;clear rules;unemployment insurance;social security;welfare fund;disputes resolution;state agency;operational responsibility;car fleet;structural adjustment;legal risk;railway privatization;financial partners;discriminatory criterion;legal obligation;community social;remedial measure;consultation requirement;legal advice;Performance Standards;broader community;Financial Stability;equitable treatment;labor relation;labor restructuring;local employer;financial implication;community impact;non-governmental organization;legal rule;economic regeneration;traditional leaders;elected representative;business objectives;individual level;paid worker;joint account;appeal process;minimizing risk;innovative way;concession company;workers' rights;international rule;retirement age;contract worker;internal transfer;performance management;productivity gain;technological change;clear ground;efficiency gain;secure future;consultation process;employee morale;workforce reduction;gender neutral;female workers;rural migrant;specific issue;partial compensation;Young Workers;

Downloads

COMPLETE REPORT

Official version of document (may contain signatures, etc)

  • Official PDF
  • TXT*
  • Total Downloads** :
  • Download Stats
  • *The text version is uncorrected OCR text and is included solely to benefit users with slow connectivity.

Citation

Gobbons, Steve Sequeira,Debra

Managing retrenchment (English). IFC good practice note,no. 4,IFC E&S Washington, D.C. : World Bank Group. http://documents.worldbank.org/curated/en/319551468139773832/Managing-retrenchment