Various studies have focused on understanding why downsizing efforts in large number of organizations failed to achieve the kind of results they intended to achieve. It is largely due to the short sighted interest of the organization in just trying to achieve cost cutting through shedding off manpower. This might actually lead to loss of talent which the organization might require in times of need.
It becomes necessary to look at redundancy management from a long term perspective where it may be considered as part of organizational renewal which is not only aimed at cutting cost (also read as reduced manpower) but a process in which employees of the organization are made active partner in identifying areas of redundancy and inefficiency, where trust and communication is not broken in the entire process and even if some roles/jobs have to be abolished the employees who were in those roles to be treated with dignity. One more reality of today is that the concept of lifetime employment is fading away and as the digitization and automation is increasing rapidly, especially in IT sector, more and more jobs are moving into the risk zone.
The book aims to understand redundancy through the eyes of labour laws and its compliances including interpretation of statutes by Supreme Court, redeployment that may lead to talent from getting lost, VRS and role of HR in designing and implementing VRS & judicial perspective of Courts in interpreting VRS and its implementation, part played by HR in handling redundant positions/jobs and HR and its role in understanding and catering to needs of both survivors and victims of redundancy drive and managing employee exit.
Prof. Dave Ulrich (Rensis Likert Professor of Business at the Ross School, University of Michigan and a partner at the RBL Group) has quoted in his foreword, "I hope readers will find the book thorough, informative, and useful in managing the entire flow of talent in, through, and especially “out” of the organization."