Key benefits? (only part of the matrix is shown in the picture) 

  • Enables the user to follow a recognised template
  • Ensures a measurable format is followed prior to choosing which engineers to make redundant
  • The template takes into account a wide range of information prior to decision making
  • Scoring is based upon measures (facts) rather than 'Gut' feeling
  • Sickness absence, salary, skills and qualifications are all factored into the matrix
  • Scoring of each element is undertaken prior to whole workforce being ranked on their overall scores
  • This template can be used to monitor engineers outside of any redundancy process
  • The grid has a self calculation table at the bottom to enable a better insight into the outputs 

Who would use it? 

  • Line Manager
  • Director
  • Project Manager
  • Commercial Manager
  • Venture Capitalist

What is it?  

The 'Engineer Redundancies Scoring Matrix' is a collection of engineer skills, capabilities and performance outputs collected to rank the individual against the workforce prior to company redundancies.

When would you use it?  

You would use the 'Engineer Redundancies Scoring Matrix' when the company does not have any option but to shed some of the workforce. When this happens, there is always the risk of tribunals through unfair practice so it is in the best interest of both parties to ensure a scoring mechanism is in place and is recorded.

Why would you use it?  

You would use the 'Engineer Redundancies Scoring Matrix' to ensure that as a company you achieve the correct outcome. It has been proved that what is thought to be the best workforce (using 'Gut' instincts) usually ends up being the most favourite workforce; the actual best workforce is obviously the best performing engineers which is of course based on numbers / measures and fact based information. The 'Actual' best performing workforce must be the goal when in this circumstance.

Additional Information

The best method of operating this matrix is to get at least 5 different management representatives (if possible) and get them all to make a score of the criteria; take the average score for the matrix. Any wild swings in scoring should be explained by the person who is furthest from the norm. If any management information is available this must be populated into the matrix for ranking to achieve the most accurate results. Overall ranking can be taken from this.

Periodically, this is a good exercise to see if any engineers are performing poorly over the entire measures suite. This analysis usually brings many questions to the management team when the matrix is populated.

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