Employers faced with new or continuing pressures to reduce costs may feel compelled to undertake involuntary reductions in force (RIF). These pressures can emanate from new labor-efficient technologies, global economic competition, a merger or acquisition, outsourcing, shareholder demands for greater productivity, or any combination of the above.
RIFs may increase a company's exposure to employment-related litigation. To manage legal risk, and properly plan for a RIF, employers must formulate a strategy and consider the potential adverse impact a reduction in force may have.
Please join us as we discuss the following topics:
- Alternatives to RIFs (e.g. furloughs, pay freezes, voluntary separations, early retirements, reduced work schedules);
- Goals for planning a successful RIF;
- Risks associated with implementing RIFs and how to avoid them;
- Legal and contractual parameters associated with implementation of a RIF; and
- Federal and State WARN considerations and compliance matters.
For questions, please contact Jamie Lee at firstname.lastname@example.org.