Reduction_in_Workforce

Reduction in Workforce Brenda J Callahan MBA/560 February 11, 2008 Reduction in Workforce Fast Serve Inc. a $25 million organization with employees 350 people specializes in the marketing of branded sports apparel. Fast Serve launched two online marketing and distribution channels to capture the attention of Generation Y. The launching of the websites forced about ten percent of the workforce to move to online distribution. Just as with any other business venture there are some risks. Fast Serve experienced risk in the very beginning, there technology began to pose problems and became cumbersome from buyers to download. Generation Y was not making enough transactions for the technology to be viable. As a result of this issue Fast Serve decided to move away from the online business. Moving away from online caused Fast Serve to downsize on employees. A few employees would be retained with new job descriptions and others would be released. The management team of Fast Serve has to decide what employees would be the best asset to the organization and inform the employees of there decision to retain or release them as soon as possible. After careful review of the simulation it is in the best of the organization to release Brian Carter, Jenny Mills and Sarah Boyd. Brian Carter is very knowledgeable of his work, but his has experienced several absences due to a debilitating injury. Brian in a contracted employee with extensive experience in this field. Fast Serve is willing to offer his outplace support to aid him in this release. There are no extenuating regulatory circumstances that would affect the decision to terminate him. Sarah Boyd has been a loyal employee of Fast Serve for the past 15 years, in spite of her average skill set. She serves as a senior team member and is the only full-time employee recommended for release. Ms. Boyd should be informed by her direct supervisor that layoffs in the dispatch are inevitable and the company will offer her a severance package. There are no extenuating regulatory circumstances that would affect the decision to terminate Ms. Boyd position. Jenny Mills is a contract employee just as Brian Carter. Jenny’s job performance is satisfactory and she usually takes charge of situations. On the other hand her skill set is not critical to the organization. There are no extenuating regulatory circumstances that would affect the decision to release Jenny. The decision to terminate these employees were due to there position and lack of skill set. Terminating these employees was the offset of losing valuable must needed talent that is needed by the organization to move forward. By being honest with these employees helps lessens the risk of any litigation due to improper termination. Making the decision to discharge an employee is never easy, especially in the case of Sarah Boyd who had been a faithfully employee for 15 years. It is unlawful in the United States to discharge some for any reasons relation to sex, age, race, religion, national origin, disability, and sexual orientation. Any employees that has been discharge and can prove there discharge was due to any of these factors may file a discrimination claim against that employee with there local labor board and the Equal Employment Opportunity Commission. It is always in the best interest of managers to consult there Human Resources department when making the decision of terminating an employee. Consulting someone that with knowledge of employment law, will avoid the chances of the employer being involved in such claims of unlawful termination.