Employment and Reorganisations
A reorganization changes activities, responsibilities, and employment relationships. The business plan and its legal implementation must be examined together before communicating decisions or making commitments that limit available options.
Turn the project into an actionable plan
A reorganization changes roles, people, locations, and responsibilities. Before preparing communications or agreements, we reconstruct the business plan, the current organization, and the desired one. Discussions with management, human resources, and labor consultants allow us to identify constraints, missing information, and the decision-making process.
Cost reduction, business integration, or growth may require different tools. The legal path must be chosen based on the facts, company size, relationships involved, and applicable law, without restricting every change to a standard solution.
Duties, locations and organisation
We examine changes in roles, transfers, work methods, delegations, and lines of responsibility. The assessment takes into account individual contracts, job classifications, collective rules, existing agreements, and situations requiring specific protection.
Decisions must be translated into comprehensible and coherent documents: letters, agreements, procedures, and internal communications. It is important to distinguish between decisions that can be made in the exercise of employer powers and those that require consensus, procedures, or further verification.
Business transfers and corporate transactions
Business transfers or leases, branch transfers, and integration transactions require an assessment of the impact on employment relationships. Qualification depends on the specific transaction; continuity, accountability, and disclosure or union compliance must be verified before signing.
We coordinate labor aspects with the transaction contract and due diligence. The analysis covers affected personnel, conditions, litigation, agreements, treatments, and obligations that may impact the schedule, price, and guarantees.
Exits, agreements and conflict management
When the project involves terminations, we evaluate the assumptions, criteria, procedures, and applicable alternatives. Individual dismissals, collective procedures, and consensual terminations require distinct paths. Economic sustainability does not eliminate the need to document reasons and steps.
In negotiated solutions, we examine financial conditions, waivers, deliveries, confidentiality, and suitable locations for formalization, coordinating with the labor consultant for the aspects within his or her jurisdiction. Communications must be consistent with the strategy and respectful of the individuals involved.
An example: integrating two organisations
After an acquisition, some functions overlap. Before identifying personnel measures, it's necessary to reconstruct activities, skills, contracts, locations, and organizational capabilities. The plan must link decisions to verifiable rationale and organize consultations, decisions, and communications.
The example is illustrative: it does not imply that an overlap automatically justifies a dismissal or that there is a single solution for all workers.
Initial documents, steps and questions
Organizational charts, a list of relationships involved, contracts, collective and individual agreements, organizational data, project details, and deadlines are all useful. We share personal information only to the extent necessary for the assignment and through appropriate channels. The result is an operational process with issues to be resolved, documents, and compliance requirements.
Frequently asked questions
Is it necessary to involve a labor consultant?
Coordination is essential for many implementation aspects.
Can the project be announced immediately?
The obligations and communication sequence must be verified first.
How much time is needed?
It depends on the measures, procedures, and negotiations; the timetable is tailored to the specific case.
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