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 jllee@seyfarth.com.