-50%
(Solution) CIPD Avado AC 3.2 (Email 6) Explain the legal requirements relating to redundancy
New User Gifts
First Order Deal get Ksh 200 Off.
KaribuCustomer
Original price was: £ 20.00.£ 10.00Current price is: £ 10.00.
Payment Methods:
Description
Solution
Email 6: 3.2 Legal Requirements for Redundancy Process
As you consider implementing the reorganisation within your directorate, it is essential to fully understand the legal requirements surrounding redundancy.
1. Identification of Reasons for Redundancy
Redundancy can be defined as situations where posts are no longer needed for one reason or another for instance closure of a business, downsizing or diminutive of the organization’s requirements for employees. As for redundancy, the most predominate act of law is the Trade Union and Labour Relations (Consolidation) Act of 1992, referred to as TULRCA. TULRCA 1992 provides clear guidance such as eligibility for redundancy and process pointing out that the reason for redundancy is must be valid, non-discriminatory, and objectively justified (Bakermckenzie, 2025).
2. Stages in the Process
The redundancy process involves several key stages:
Selection for Redundancy: This is because it is based on such factors as merit and fitness (skill, experience and performance). It must also not favour one party over the other, in other words it has to be impartial. Larger redundancy situations Applying this provision where the proposed dismissal relates to 20 or more employees, other regulations under TULRCA 1992 with regard to collective consultation with unions or employee representatives apply (Bakermckenzie, 2025).
Consultation: Employers have to consult the employees who will be affected or their representatives. These include detailing why redundancy is necessary, looking at options and potential solutions to this (like a transfer).
Notice and Redundancy Pay: Proper notice should be provided to the employees before redundancy comes into operation depending on the years of service. They are also redeemable for redundancy and for this they are paid according to their age, contract duration, and weekly wages (Gov.Uk, 2024).
3. Information on Consultation Requirements
Consultation is a legal requirement under TULRCA 1992. Where 20 or more redundancies occur within a 90-day period,…
Please click herein to access this assessment in full
Related Papers
(Solution) New CIPS Sourcing Essentials (PSE) TAQA Water Solutions
Original price was: £ 20.00.£ 10.00Current price is: £ 10.00.
This report evaluates and contrasts various sourcing strategies within the SWS (Sustainable Water Solution) organisation, focusing on the health and safety (HS&E) category of spend during the COVID-19 pandemic, which necessitated remote working.
To assess the different sourcing strategies, tools such as the Kraljic analysis, Mendelow's stakeholder analysis, the business hierarchy of needs, and the SWOT analysis were employed.
Additionally, the Peter Block Grid was used to categorise stakeholders based on their interests and positions related to the sourcing strategies.
In the supplier evaluation for the HS&E category of spend within SWS, Carter's 10Cs methodology was applied to assess different sourcing strategies.
The results indicate that SWS should adopt a strategic sourcing approach to sustain its leadership in the sustainability and water management industry while maximising efficiency.
The sourcing strategies include multiple sourcing (engaging with multiple suppliers), single sourcing (working with one supplier), sole sourcing (working with a monopolistic supplier), and dual sourcing (working with two suppliers who might have conflicting demands).
In conclusion, the recommendations for SWS's sourcing strategies in the HS&E category of spend are as follows:
- Determine the most suitable sourcing strategy based on the characteristics of the spend category.
- Ensure procurement policies are comprehensive and prioritize health and safety standards.
- Simplify the procurement process while considering the interests of all stakeholders.
- Upgrade the current Ariba/SAP system to enhance information flow and support various sourcing methods such as RFQ, RFP, negotiation, and e-auction throughout the product lifecycle
(Solution) Sourcing essentials (PSE) Facilities management category
Original price was: £ 20.00.£ 10.00Current price is: £ 10.00.
This report evaluates and compares four key sourcing approaches: sole, single, dual, and multiple sourcing, within ROSHN, focusing on facilities management as the primary category of spend.
Facilities management is chosen due to its critical role in maintaining ROSHN’s large-scale residential projects and ensuring operational efficiency.
Each sourcing approach is analysed for its advantages and disadvantages, and its applicability to specific procurement needs is explored using strategic tools like the Kraljic matrix and supplier preferencing models.
For instance, sole sourcing is applied to specialised maintenance services, while single sourcing is used for cleaning services due to quality control needs.
Dual sourcing is chosen for security services to mitigate risks, and multiple sourcing is recommended for office supplies within facilities management to foster competition and innovation.
A detailed supplier appraisal checklist for the facilities management category is developed using Carter’s 10 C’s model to ensure a thorough evaluation of supplier capabilities. This checklist ensures that ROSHN selects suppliers who meet stringent quality, reliability, and cost-effectiveness criteria.
The findings highlight the importance of strategic sourcing in maintaining ROSHN’s competitive advantage in the Saudi Arabian real estate market.
The following recommendations aim to optimise ROSHN’s procurement processes, ensuring efficiency, cost-effectiveness, and resilience in its supply chain:
- Conduct thorough market research using tools like Porter’s Five Forces and PESTLE analysis to understand the supplier landscape and market dynamics better.
- Integrate advanced eSourcing tools, including ERP systems and eAuctions, to streamline procurement processes and increase efficiency.
- Adopt dual and multiple sourcing strategies to mitigate risks, enhance competition, and ensure supply continuity for critical categories.
- Develop and maintain strong supplier relationships through continuous performance evaluations, clear communication, and strategic partnerships.
- Provide training and development opportunities focused on strategic sourcing, negotiation skills, and advanced procurement technologies.
(Solution) CIPD 5CO02 concept of evidence-based practice use in decision-making
Original price was: £ 50.00.£ 10.00Current price is: £ 10.00.
(Solution) CIPD 7C001 Equality, Diversity and Inclusion (EDI) efforts impactful in organisation
Original price was: £ 40.00.£ 10.00Current price is: £ 10.00.
- Context as to how organisation currently demonstrates a commitment to EDI has been provided.
- Details of what the organisation already does to promote EDI has been provided in detail
- A critical discussion of 2 ways your organisation could be more impactful.
- Also, the barriers and challenges to suggestions have similarly been provided
(Solution) CIPS Project Module 6- Project, Programme and Change Management in Procurement and Supply Chain
Original price was: £ 30.00.£ 10.00Current price is: £ 10.00.
Executive Summary
For this project, the purpose was to access the overarching process and approach to SRM within Oxy organisation and coming up with appropriate implementation plan. The relevance of this project was informed by the fact that with the organisation having a large scale of operations with multiple end users, SRM is a significant issue. Also, the organisation operating in both local and international operations with multiple suppliers and spend areas to be coordinated. The outcome of this would be to promote and improve SRM for aligning with Oxy organisation strategic objectifies, supply chain function being strategic integral partner as opposed to just transactional player. Owing to the importance of SRM improvement, the different outcomes would entail;
- Enhanced Suppliers Performance- With an upward of 50,000 orders annually with 40% valued more than 5 million Omanis and 50% 20 Million Omanis, failure to timely settle invoices, demand for high quality materials and minimising effects would be considered.
- Cost savings- With improved SRM, it is possible for Oxy to negotiate appropriate terms, lower procurement costs (5 Rights not currently achieved) hence working below targets and lead times delivery reduced and achieving economies of scale.
- Increased efficiency- improved and streamlined SRM improve operational efficiency, reducing wastes in administration process for SRM (25% of entire suppliers pay delayed)
- Risk mitigation- this include identification of risks linked with suppliers such as dissatisfaction, financial instability and geopolitical challenges
- Oxy organisation PS&M is supposed to come up with appropriate systems and techniques for improvement of SRM
- Oxy organisation need to make sure they use various automations including AI and robotics for improving collaboration and SRM efficiency.
- Facilitate policies management for improving their operations in onshore and offshore operations with an improved SRM
- Short courses on SRM need to be provided starting with PS&M leadership to achieve 50% increase in awareness of SRM improvements areas.
- Stakeholders relations improved by leveraging on available technologies of communication and interaction.
- Ensure there is 70% increase in budget on SRM improvements
(Solution) Level 5 Assessment ID / CIPD_5HR01_24_015HR01 Employment relationship management
Original price was: £ 40.00.£ 10.00Current price is: £ 10.00.