1 Using Redeployment to Optimise Human Resource in Higher Education Institutions

2
3
4Abstract:
5 Redeployment has been viewed by many institutions across the globe as a viable way of
6 cutting down expenditure. In the light of this, the authors have argued that redeployment
7 as a human resource management strategy could be applied in universities and other
8 tertiary education institutions to cut costs, especially in an era where huge sums of
9 monies are spent annually on staff recruitment, training and development amid the
10 financial constraints currently facing tertiary institutions. Some light has been shed on
11 redeployment and its numerous benefits to employers and employees. The point has also
12 been made that redeployment is a healthy way of making redundant employees more
13 productive within an institution and thereby ensuring general improvement in the
14 institution’s outputs and deliverables. The paper concludes by making recommendations
15 for consideration. The recommendations include the need for tertiary institutions to have
16 policies and procedures for managing redundancy and redeployment and the setting up
17 of redeployment portals on institutional websites. Career adjustment funds could be
18 established to assist with the associated costs of training to facilitate transferring
19 redeployees into alternative positions and also the need to engage the services of
20 experienced human resource professionals who would assist with the management of
21 redeployment services.
22
23Keywords: Redeployment, Redundancy, Employee, Higher Education, Employer, Redeployee,
24Institution
25
26 1. Introduction
27Redeployment of corporate personnel is becoming a regular feature of several national and

28multinational organisations (Seabury 2013). Higher education institutions, over the last decade,

29have evolved immensely in their modes of operation and priorities. As a way of ensuring

30proactive and responsive administrative systems in institutions of higher learning, universities all

31over the world have also devised ways of retaining staff who stand the risk of experiencing

32redundancy. One such way of retaining staff has been through redeployment services, where

33employees who stand the chance of phasing out of the institution are presented with an

34opportunity to find a new job in the institution. Institutions such as University of Leeds,

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35University of Kent, University of St. Andrews and University College, London, all in the United

36Kingdom are but few examples of institutions where such developments have occurred.

37Redeployment has been defined as the process of moving people within the university and from

38units where there are excess employees to departments where there are shortages (University of

39Leeds, 2014). The Cambridge Business English Dictionary defines redeployment in relation to

40human resource management; the process of moving employees to different jobs, or of sending

41them to work in a different place (Cambridge University Press, 2014).

42According to Fairwork Central, an Australian Leading Workplace Relations Advisory Service for

43Employers and Human Resource Managers, redeployment is when an employee's position has

44been made redundant and an employer considers transferring the employee to a different position

45within the business.

46Right Management (2009), a manpower company defines redeployment as the systematic

47migration of talent from a redundant role and business area to a productive role and business area

48which successfully addresses all of the challenges organisations face when navigating

49organisational change.

50In some of the literature reviewed, the point has been made that the offer of suitable alternative

51work should have similar status, should be within the capabilities of the employee, should not

52cause unreasonable inconvenience to the employee and should provide similar earning to the

53employee (Master of Business Administration Official (MBA), 2013, University College,

54London, 2014, University of Leeds, 2014).

55 2. Factors For Redeployment

56The factors which can precipitate redeployment include the following:

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57  When a task has been accomplished

58  When a product or service is not doing well on the market

59  Technological change

60  When funding agencies withdraw their support

61  Economic decline

62  Restructuring within an organisation

63  Changing needs of an organisation

64  Health or Disability

652.1 When a Task has been Accomplished

66Accomplishing a given task or assignment is a situation that can lead to redeployment. A task can

67be said to have been accomplished when work on a particular project has been carried out

68successfully. When this happens an employee may be sent from one unit/section of the

69organisation to the other through redeployment to ensure his/her continuous support and

70commitment to the organisation’s vision. Otherwise, staff who have accomplished a given

71assignment become idle.

722.2 When a Product or Service is not Doing well on the Market

73When a product or service is not receiving patronage as expected, it can lead to redeployment if

74management decides to close the production line and withdraw the product from the market. In

75such instances the employees of the failed products or services are sent to other sections of the

76production unit where they could be useful to the organisation. It is common knowledge that the
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77ultimate goal of an employer is to make profit; hence, poor performing products or services will

78be removed from the market to make way for products which stand a better chance of competing

79with other brands. This may call for changing roles of employees through redeployment so that

80the increase in the profit margins of the organisation can guarantee its existence.

812.3 Technological Change

82Change in technology may call for redeployment. Improved technology may result in redefining

83the roles of employees in institutions and organisations. Specific qualifications and/or expertise

84may therefore be needed to guarantee work in some areas of the organisation. In view of this,

85employees who may not be conversant with the use of some modern gadgets and equipment may

86be considered for redeployment to areas where they can continue to support the work of the

87institution.

88
892.4 When Funding Agencies Withdraw their Support
90A person’s job can be at risk if external funding runs out or when funding agencies withdraw

91their support. Should any of these occur, some employees risk becoming redundant and to save

92them from being laid-off, they could be sent to other departments of the organisation where they

93can continue to contribute to growth and development. Though the initial idea was to have a set

94of employees work on a project which received funding from sources other than internal, the

95withdrawal of a funding agency or agencies can result in staff who were working on the said

96project being re-assigned through redeployment to duties which they were not originally hired to

97work on.

982.5 Economic Decline may Result in Redeployment

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 99Economic decline can precipitate redeployment. Poor performing economies can affect the

100activities of organisations operating within those economies. Economic crunch may call for

101restructuring of an organisation’s processes and modes of operation and this may affect the

102placement of employees. Under such circumstances, employees may be transferred to new

103departments and re-assigned new roles under redeployment arrangements so they can be more

104productive.

1052.6 Other Factors

106Other factors which could necessitate redeployment include:

107  Restructuring which scrapes an employee’s job or substantially changes it.

108  Disability or other medical reason(s) which makes an employee unable to continue in

109 his/her current role despite the implementation of reasonable adjustments to that role.

110  The changing needs or interests of an organisation.

111It is important for an organisation to recognise that there will be occasions when individuals may

112wish to seek redeployment to alternative roles for a variety of reasons. Whilst an organisation

113may have no requirement to support such requests, an organisation may give sympathetic

114consideration to redeployment in the following circumstances:

115  Where a request for flexible working, made in accordance with statutory provisions,

116 cannot be accommodated within the current role.

117  At the request of an individual who wishes to reduce his/her level of responsibility.

118  As a result of a formal recommendation made under a formal organisational

119 policy/procedure, such as a disciplinary/grievance action.

120  Where there is a breakdown of a working relationship.

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121The processes to be followed in such cases depend on the circumstances of the situation and the

122Human Resource Department liaises with the appropriate Head of

123Department/Section/School/Unit to determine an outcome.

1243.0 Redeployment Processes or Procedures

125The redeployment processes or procedures include the following:

126  Redeployment to a Different Department

127  Redeployment to a Different Role

128  Redeployment due to Health Reasons

129  Trial Periods

130  Pay Protection

131  Training

132
1333.1 Redeployment to a Different Department
134Where redeployment is being considered to a similar role from one Department/Unit to another,

135the following processes may normally be undertaken:

136  Discussions held with the staff informing them of the need for redeployment to a

137 different Department/Section/Unit. This will involve at least, two (2) meetings: the first

138 informing them of the proposed redeployment and the second to deal with any questions

139 or concerns they have and to determine a transition process to the new Department. An

140 employee may be accompanied by a trade union representative or work colleague at this

141 meeting.

142  Members of staff are provided with adequate support during the transition period,

143 including opportunities for induction and skills training as required.

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1443.2 Redeployment to a Different Role

145Where redeployment of staff is being considered to a different role in the organisation, the

146following processes may normally be undertaken:

147  Discussions held with the members of staff informing them of the need for redeployment

148 to a different role and Department/Section/Unit. This will involve at least, two (2)

149 meetings: the first informing them of the proposed redeployment and the second to deal

150 with any questions or concerns they have and to determine a transition process to the new

151 role and Department. The employee may be accompanied by a trade union representative

152 or work colleague at this meeting.

153  Should the new role or roles be graded at a lower grade than is currently the case, the

154 organisation may endeavour to provide protection of pay in accordance with the pay

155 policy of the organisation.

156  The individual is provided with support during the transition period, including

157 opportunities for induction and skills training.

158  Where a member of staff considers a redeployment to have been unsuccessful, the

159 organisation may seek to find an alternative position unless the organisation judges that

160 the redeployment has been successful or judges that the resistance of the member of staff

161 to positive engagement with the new roles and Department is a significant factor in the

162 failure. In such cases no attempts may be made to initiate a further redeployment, but the

163 member of staff will be fully entitled to apply for other positions in the organisation on a

164 competitive basis.

1653.3 Redeployment Due to Health Reasons

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166Where a staff has a disability or other medical condition which has resulted in the employee

167being unable to continue in his/her current role despite the implementation of reasonable

168adjustment, the following processes will normally be undertaken:

169  Meeting held with the individual and the Line Manager/Head of Department/Section/Unit

170 and a Human Resource Officer. The meeting will explore the types of roles for which

171 he/she would like to be considered, together with relevant skills, experience and any

172 training needs. The Human Resource Officer will outline the process that will be

173 followed to find a suitable alternative position for the individual. The employee can be

174 accompanied by a trade union representative or work colleague at this meeting.

175  Heads of Department/Section/Unit will be encouraged to identify suitable opportunities

176 for redeployment within their own Departments in the first instance. If there is nothing

177 suitable within the Department, the Human Resource Officer will identify if there are

178 other vacancies that may be a suitable alternative in another area of the organisation.

179 There has to be a genuine vacancy; no positions will be created purely for the purposes of

180 redeployment. Individuals should also look at the vacancy bulletin on the Human

181 Resource website to see whether there are any jobs in which they may be interested.

182  Once a likely suitable position has been identified by the Human Resource Officer,

183 manager or individual, a Curriculum Vitae or Application form for the position should be

184 submitted by the individual to the Human Resource Officer who will then liaise with the

185 human resource manager to ensure that the individual meets the essential criteria for the

186 job.

187  If the individual seeking redeployment meets the essential criteria for the job, he/she will

188 be given prior consideration for the position by means of an interview in advance of any

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189 other internal or external candidates being considered. It should be noted that if the

190 individual does not meet the essential criteria but with a reasonable amount of training

191 would, he/she should still be considered prior to other candidates. The interview should

192 take place as quickly as possible as any external advert may be delayed as a consequence

193 of this process.

194  If it is concluded that the individual does meet the requirements of the position, he/she

195 should be offered it before consideration of any other candidates. If, however, it is

196 concluded that the individual does not meet the requirements of the position, he/she will

197 be given written feedback by the employer explaining the reason(s) for this decision.

198  If more than one employee seeking redeployment expresses an interest in a particular

199 position, a competitive selection process in line with the organisation’s normal procedure

200 will take place, limited to those seeking redeployment.

201
2023.4 Trial Periods
203It has been mentioned in literature that a trial period should be part of any redeployment

204situation. This will be agreed in advance during the meetings outlined in the earlier discussions.

205
2063.5 Pay Protection
207An organisation can make every effort to ensure that an offer of suitable alternative employment

208or redeployment is made at the same grade. However, should an employee decide to accept a

209post at a lower grade, the current pay can be protected for three (3) years from the date of

210appointment to the new position. During this period, an employee will not receive increments but

211will receive cost of living increases. The pay protection period will cease at the end of the three

212(3) years when the employee’s salary will revert to the top non-discretionary point of the new

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213grade. During the period of pay protection the organisation will endeavour to develop the new

214role to a level that justifies the original grade of the employee, but the organisation may be

215unable to guarantee that this will be possible in all circumstances.

216If the employee voluntarily changes position during the three (3) year period of pay protection,

217the protection would normally lapse.

218Pay protection will not apply to employees who voluntarily request to move to a position at a
219lower grade or who have been redeployed to a post at a lower grade because of disciplinary
220action.

2213.6 Training
222An organisation should be committed to facilitating and funding reasonable training to enable an

223employee to be redeployed to a suitable alternative position. All advertised vacancies can be

224made available to view at an organisation’s website. Special portal on redeployment can be set

225-up on the website.

226
2274.0 Advantages of Redeployment
2284.1 Advantages of Redeployment to an Organisation
229Redeployment brings certain advantages to an organisation. The following are some of the

230advantages redeployment brings to an organisation.

231  No additional recruitment costs

232  No payment of severance packages

233  Recognition as a good employer

234  Increase in productivity and work output

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2354.1.1 No Additional Recruitment Costs
236Redeployment allows an institution to retain valuable skills, knowledge and experience

237(University of Leeds, 2014; Master of Business Administration (MBA) Official, 2013;

238University College, London, 2014). By doing so, it helps in reducing cost and time required to

239fill vacancies and also reduces the time needed for induction and training of staff who are new to

240an institution.

241
2424.1.2 No Severance Package
243Severance pay is money that an employer might want to provide for an employee who is leaving

244their employ. Circumstances that can warrant severance pay include layoffs, job elimination, and

245mutual agreement to part ways, for whatever reason (Heathfield, 2014). Redeployment serves as

246a way of saving an employer from paying huge severance packages. Such packages may put a

247heavy financial strain on an organisation. Offering an alternative avenue for employees to be

248engaged in the work of an organisation instead of being laid-off saves the employer from such

249expenditure.

2504.1.3 Gain the Recognition as a Good Employer

251An Employment Court in New Zealand found that an employee's termination for redundancy

252was unjustified because the employer did not offer redeployment (Partner and Coats, 2010). It

253has also been espoused that redeployment is committed to helping to maintain job security for

254employees. In an era where the rate of unemployment is increasingly becoming high in most

255societies, redeployment guarantees job security and prevent employees from having to go

256through stress in the course of searching for new jobs. Employees may therefore perceive an

257employer to be a good employer since they have been saved from the unemployment stress they

258could have experienced and rather retained on their jobs through a process of redeployment.

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2594.1.4 Increase in Productivity and Work Output
260Redeployment can bring an increase in the output level of staff. When employees are sent from

261an area where there is excess labour to an area where there are shortages, the redeployed staff

262become more productive and their renewed efforts contribute to the productivity of the

263organisation as a whole. This change may result in an overall increase in the output level of the

264organisation. The change may discourage laziness and shirking of individual responsibilities

265since, careful monitoring will often be carried out from time to time as part of the redeployment

266arrangements to ensure that the individuals work well.

267
2684.2 Advantages of Redeployment to Staff:
269Redeployment has some advantages to staff as well. They include:

270  Employees are not haunted by the fear of being laid-off.

271  Contributes to the general wellbeing of Staff

272  Prepares an individual for external job opportunities

273
2744.2.1 Employees are not Haunted by the Fear of being Laid-Off
275A healthy working environment involves instances where employees are not constantly haunted

276by the fear of being laid-off from an organisation due to expiration of one’s contract or structural

277changes in the organisation. Consequently, it can be said that the constant fear of being laid-off

278may thwart an employee’s efforts of becoming efficient and effective. Establishing a

279redeployment service in an organisation allays the fears of employees and helps them to unleash

280their full potential without fear and are also able to work freely and meet organisational goals

281and targets for a given period. In such instances, companies benefit from the job security

282employees derive from the establishment of a redeployment service.

283
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2844.2.2 Contributes to the General Wellbeing of Staff
285Services such as redeployment may prevent employees from overburdening themselves with

286thoughts of where and when another job may be secured. The sense of security enhances safety

287and soundness in staff and can contribute to their general wellbeing. This may subsequently be

288reflective in the general health of staff and to some extent, their dependants and the communities

289where the institutions or organisations operate.

290
2914.2.3 Prepares an Individual for External Job Opportunities
292The new skills that are acquired by staff during re-training periods of redeployment services add

293on to the knowledge base of those who experience redeployment. This puts redeployed staff at an

294advantaged position when seeking for job opportunities outside the institutions where they work.

295According to Right Management (2009) Employees who participated in redeployment activities

296emerged better prepared not only for redeployment but for the pursuit of external positions. The

297redeployment skills they acquired primed them for the external job market so that those

298employees who ultimately choose external over internal jobs often found those jobs long before

299requiring outplacement services.

300
3015.0 Disadvantages of Redeployment
302Inspite of the numerous benefits redeployment can bring to an organisation and the individual

303redeployees, there are also some disadvantages which come from this strategy. The following are

304some of the disadvantages:

305
3065.1 Emotional and or Psychological Challenges
307Redeployment may arouse some emotional challenges. Each individual has career aspirations

308and plans, a sudden change in plans resulting from redeployment may result in some emotional

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309and psychological challenges if the process is not properly handled by the organisation’s human

310resource team. Furthermore, the feelings of rejection and lowering of self-esteem that can result

311from losing a position or job as part of a redeployment process can take some time to heal.

312Appropriate education and orientation may therefore be needed to speed up the healing process.

313
3145.2 Personal Insecurity
315Personal insecurity issues may come up during redeployment. Redeployment may foster

316insecurity in redeployees. Some employees may think of it as a way of measuring their

317inefficiencies and general performance. They may think they were less productive compared to

318other employees hence their being made to go through redeployment.

319
3205.3 Discouragement to External Applicants
321Redeployment may put off external applicants who may be equally qualified for a particular

322position as it may be mentioned in the advertisement for the vacant position that priority will be

323given to redeployed staff. This may deny the organisation the opportunity of bringing on board

324very competent staff.

325
3266.0 Some Examples of Redeployment
327Literature has reported on institutions and organisations which have successfully embarked on

328redeployment. In some places around the world however, the courts had to come in to settle

329matters of redeployment. Thus, making a case for redeployment and echoing the fact that the

330redeployment process can be used to optimise human resource and also to avoid long and

331expensive legal processes. Some examples of cases which merited redeployment as cited by

332Holderness (2013) are presented below:

3331998 – Court of Appeal: Yes, The employer must offer redeployment (unless not feasible)
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334McKechnie Pacific (New Zealand) Ltd. v Clemow (“McKechnie”) was a case that came before

335the Court of Appeal regarding an employee, Mr. Clemow, who had been abruptly dismissed for

336redundancy. The employer decided it did not have enough work to justify having a company

337secretary in New Zealand – the position Mr. Clemow occupied – and, on the morning following

338that decision (made without consultation), Mr. Clemow was given a letter advising his position

339would become redundant, with six months’ notice “to give you time to seek an alternative

340position whilst you are employed”. Redeployment was not offered.

341On appeal, the Court of Appeal found that the dismissal on grounds of redundancy was

342substantively justified, because the evidence suggested that redeployment was simply not

343feasible. However, the Court of Appeal did note that:

344“In circumstances in which there was no longer any requirement for a full-time company

345secretary, a fair employer should have given consideration to redeployment. …If in fact another

346position existed within the McKechnie group in New Zealand which was suitable for Mr.

347Clemow it could not be said that he was surplus to requirements, so that there would not be a

348situation of redundancy.”

3492000 – Employment Court: Yes, The employer has to offer Redeployment

350In New Zealand Fasteners Stainless Ltd. v Thwaites (“Thwaites”), Employment Court approved

351the approach in McKechnie (that is the first case example cited).

352Mr. Thwaites was employed as a finance manager. The employer decided that the finance

353manager position was redundant, and that a new full-time position at a lower level – financial

354accountant – would be created. Mr. Thwaites was informed his position was redundant, and was

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355not advised of the new financial accountant position (which in evidence he said he would have

356accepted had it been offered to him).

357The Employment Court followed the approach in McKechnie and found that the dismissal was

358unjustified because the lower level financial accountant position was suitable for Mr. Thwaites

359and should have been offered to him.

3602013 – Employment Court: Yes, the employer must offer redeployment (if the employee has

361the skills and experience for the role)

362A recent case of Rittson-Thomas t/a Totara Hills Farm v Davidson (“Totara Hills”) highlighted

363the question of redeployment again.

364Mr. Davidson was employed as one of two unit managers on a farm. The farm also employed a

365shepherd. Mr. Davidson’s position was disestablished and his employer said he was entitled to

366apply for the junior shepherd position that was being created in place of the unit manager

367position.

368The Court found that it was not enough for the employer to simply offer Mr. Davidson an

369opportunity to apply for the new position of junior shepherd. The position should have been

370offered to him, as he clearly had the skills and experience for it.

3717.0 Considering Redeployment Services

372Where the factors for redeployment are prevalent, it is reasonable to consider setting up a
373redeployment service to enhance human resource management strategies. The factors are usually
374internally or externally imposed. They include: technological changes, organisational
375restructuring or changes, operational changes and inadequate funds to carry out some activities.

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376After carrying out projects there seems to be fewer responsibilities at some of the offices which

377were formally supported by external funds to undertake projects. Activities initially supported by

378external funds soon lack sufficient funds to ensure their sustainability when external funding run

379out or are withdrawn. As a result, idle staff could be considered for redeployment to other units

380or departments where they could continue to work and contribute to the growth of the institution.

381Often, these staff would have accumulated great worth of experience over time and are well

382placed to contribute positively to the development of other units and departments. Redeployment

383in this case would ensure an optimal use of human resource and also guarantee job security and

384satisfaction for the employees who may have been affected.

385Also, many tertiary institutions had, and continue to undergo restructuring as a way of addressing

386challenges and positioning themselves to be relevant in dynamic educational environments. This

387results in the merging of some offices and units and the creation of new ones. In view of this,

388staff who may be perceived to be under-utilized in their current positions due to the restructuring

389process could be considered for redeployment to other departments and units where they could

390ease the work load of those departments and ensure efficiency.

391There may have been some transfers and movements in the past. However, such movements may

392not be termed as redeployment since, there may not have been laid down processes and

393procedures in place to ensure that such movements met agreeable national and international

394standards as done in other institutions across the globe. Again, those transfers and movements

395may not have been as a result of redundancy but sending staff to different units or sections and

396departments to perform nearly the same roles they were performing in the past.

3978.0 Conclusion
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398This paper has taken a look at the factors which may precipitate redeployment in an organisation

399and for that matter in institutions of higher learning. The paper has discussed that factors such as

400completing a given assignment, inadequate patronage of a product or service, technological

401change, inadequate financial support for a project, economic decline, organisational

402restructuring, changing needs of an organisation as well as disability and health related matters

403are some of the reasons which could necessitate redeployment. The paper also noted that there

404may be instances where an individual may seek for redeployment to another department or unit

405for reasons such as flexible working hours, formal recommendation made under a formal

406organisational policy or procedure as well as a breakdown in working relationship. The article

407has also highlighted the procedures or processes for redeployments, touching on different

408processes and steps to be followed in situations where redeployment has to take place. The

409advantages and disadvantages of redeployment to an individual and the institutions they work for

410have been discussed. In summary, it can be said that dynamic and progressive institutions should

411consider developing redeployment policies and instituting redeployment services since it is only

412a matter of time when they would be confronted with the challenges or factors which necessitate

413redeployment.
414

4159.0 Recommendations

416From the discussions, it is recommended that higher education institutions should have policies

417and procedures for managing redundancy and redeployment. Policies such as Redeployment

418Policy, Redeployment Procedures, Redundancy Policy and Redundancy Procedure are

419recommended to be developed for institutional usage. Examples of what is to be contained in

420such policy documents have been explicitly cited in the discussions above.

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421Redeployment portals should be set-up on their websites to publicise information on available

422vacant positions for interested redundant employees to put in applications for consideration.

423Employees who fall within this category can be encouraged as well as coached to apply for such

424vacant positions.

425There is also the need to put in place mechanisms for managing employee redeployment. Since

426some employees may view redeployment in a negative sense than see it as an opportunity to

427continue their career, there is the need to minimise the emotional and complex issues that

428emanate as a result of redeployment through appropriate communication and carefully managed

429strategies. To ensure this, experienced human resource professionals can be engaged to assist

430with the management of employee redeployment. According to Seabury (2013) employing a

431suitable advisor or human resource consultant is often favoured because of the experience and

432impartiality third parties bring to the role.

433Career adjustment funds could be established by higher education institutions to assist with the

434associated costs of training to facilitate transferring redeployed employees into alternative

435positions. The career adjustment funds could be some extra monies added to funds already set

436aside for training.

437These suggestions may go a long way to impact on institutional development if favourably

438considered.

439

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440References

441Cambridge University Press (2014) English Definition of Redeployment, available:

442http://dictionary.cambridge.org/dictionary/business-english/redeployment (September 09, 2014)
443

444Fairwork Central, What is Redeployment? available:

445http://www.fairworkcentral.com.au/newsblog/National-Employment-Standards/What-is-
446 Redeployment/ (November 03, 2014)
447
448Heathfield, Susan. M (2014) Severance Pay. Why an Employer might want to provide severance
449 pay. available: http://humanresources.about.com/od/glossarys/a/severance_pay.htm
450 (November 30, 2014)
451
452Holderness, Sarah (2013) Must an employer offer redeployment to employees who would
453 otherwise
454be redundant? available: http://www.heskethhenry.co.nz/Articles/x_post/must-an-employer-
455 offer-redeployment-to employees-who-would-otherwise-be-redundant-00011.html
456(November 03, 2014)
457
458Master of Business Administration (MBA) Official (2013) what is Redeployment, available:
459http://www.mbaofficial.com/mba-courses/human-resource-management/human-resource-
460planning-and-development/what-is-redeployment/ (September 08, 2014)
461

462Partner, Towner. Rob and Coats, Liz. (2010) Duty to offer redeployment following restructuring,
463 available: http://www.bellgully.co.nz/resources/resource.02677.asp (November 03, 2014)
464

465Right Management (2009), Redeployment, Connecting Talent to Organisational

466Workforce Needs. Available: https://www.right.com/thought-leadership/research/redeployment-
467connecting-talent-to-organizational-workforce-needs.pdf
468(November 03, 2014)
469
470Seabury, Sarah.(2013) Managing Employee Redeployment; Creating Value Through
471Opportunity, available: http://www.isg-
472one.com/knowledgecenter/whitepapers/private/papers/Managing_Employee_Redeployment.pdf
473(September 09, 2014)
474
475University of Leeds (2014) what is Redeployment, available:
476http://hr.leeds.ac.uk/info/10/redeployment/76/what_is_redeployment (September 08, 2014)
477

478University College London (2014) Redeployment, available:

479http://www.ucl.ac.uk/hr/docs/redeployment.php (September 08, 2014)
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480University of Kent (2013) Redundancy and Redeployment,
481available: http://www.kent.ac.uk/hr-staffinformation/policies/redundancy-redeployment.html
483(September 09, 2014)
482

484
485University of St. Andrews (2014) Redeployment Policy and Procedure,
486available: http://www.standrews.ac.uk/staff/policy/hr/redeploymentpolicyandprocedure/
487(October 02, 2014)

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