This Web page has been archived on the Web.
1992 Report of the Auditor General of Canada
Exhibit 7.7—Management of Work Force Adjustments: Comparison of Characteristics of and Effects on Payments in Lieu
Where well-managed
- An understanding of the purpose and context of the work force reduction;
- Leadership starting at the top that provided direction and fostered commitment through participation and communication;
- Mobilization of the organization to ``rethink" the work and program delivery and to tackle the challenge faced;
- A management framework that included solid plans, the formation of ad hoc committees and support units for a co-ordinated and integrated effort;
- Measurable and definitive objectives;
- Control of the exercise through periodic reporting, concurrent evaluation, and other mechanisms to ensure that objecitves were met.
- Considered one option among others.
- Usually well founded and in keeping with the intent and letter of the Policy.
- Senior management of the organization failed to provide leadership, direction and support;
- Planning was inadequate;
- No appropriate management framework was established; the opportunity to learn from experience was lost;
- Work force reductions were not used as an opportunity to ``rethink" the work;
- Management relied on employees requesting payment in lieu to achieve the work force reduction.
- Liberal interpretation of the Policy.
- THE only option.
- Usually without foundation or called into question.