¶ … Economic Downturn in Police
Chief of Police: Dealing with the Economic Downturn
The process of reducing employees can be nerve wrecking especially in the police sector. As the Chief of Police, the process of layoff proves difficult. It is a nightmare on imagination of the scene of termination especially where a family member is part of the layoff. The process may raise valid concerns, but reducing various employees will have a positive impact in the management of the team, and efficient delivery of services. It is, therefore, crucial to take consideration on the economic reality in the current days. It may not be ethical for the city council to have employees whom it may not manage in the current economic state.
The activity may be a hard thing to do, but the economic state cannot allow for another alternative. Thus, lay off is the best activity to ensure that the team is manageable. The exercise need to have a strategy (Bailey, 2011).The worst thing that can happen in layoffs is impromptu relieve of duties to employees. It may have a negative effect on those left, as they might not be sure whether they are the next in the layoff process. Communication forms the key element in ensuring employees get enough information on the reason for layoff and making them understand the economic situation that exists (Blase, 2000).
With respect to how to undertake the downsizing from an ethical perspective, it is very important to share the truth on the actual reason for layoff. To those that are subject to the exercise the sector will convey to them that the layoff is the last resort decisions, and no other options are available. They need to realize that they are not the fault for the situation that the sector is facing. According to Bailey (2011), the employees need to know that the sector will give them priority for future positions should the circumstance so dictate.
As it is an obligation to perform a layoff, there is a need to observe all the legal requirements before relieving the officers their tasks (Burke & Cooper, 2000). The primary approach to start with is notifying the officer in two months prior that there is a layoff to occur. It should be through written document sent to every officer. The written document should contain the criteria on which the office will use in selecting those to layoffs.
In order to avoid any conflict, the reasons for layoff need to be in the document. In this case, the economic crisis calls for a reduction of expenses to ensure the council works within the budget. The employees need to have a choice of voluntary retirement scheme for those willing. The other approach need to be offering the officers additional compensation beyond normal legal and contractual requirements (Salemi, 2010). These include severance agreements and members given a month or two to consider the compensation.
After getting those who are willing to leave voluntarily, the selection of the other members, need a well-laid criteria. The criteria need to be objective and based on merit. The strength is a merit criterion, and combination of different merits could vary from officers and civilian staff. The process need to consider the values of access, fairness, transparency, and value of representativeness (Burke & Cooper, 2000). Those to remain need to meet the merit criteria in order to perform the functions of their positions. This depends on the identified needs in the sector. Through a well-developed assessment tool developed by advisors, the retained members need to meet the essential qualifications.
The process need not to discriminate anybody on either gender or political, religion affiliations. After the final decision, there is no need to retaliate, as it will form the basis for workplace retaliation lawsuit. There is also need to check on the last paychecks as the only legal obligation entails paying all salaries earned up to the time of layoff (Soliman, 2011).
The layoff...
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