Abstract: Estimating the financial impact, in terms of savings and costs, is performed for a resource reduction. Financial impact estimates are determined before the surplus action is initiated in order to estimate the savings of a planned surplus action and in order to estimate the costs of paying severance payments to employees. When estimating compensation savings and severance costs, the percentage of surplus employees in various skill groups are multiplied by average employment data to estimate the total savings amount and total severance costs. Management evaluates the employees in the affected skill group areas to determine which individual employees are surplus employees and should be removed. Actual financial impact data is calculated after the surplus employees have been identified. Employment data records corresponding to the surplus employees are used to calculate the total compensation savings and the total severance cost.

Abstract: A system and method that tracks surplus reduction actions is disclosed. Managers and other decision makers take various actions regarding employees. Actions are recorded and tracked in a data store. Included with the action is an identifier, such as a digital signature, of the decision maker that performed the action. Affected (i.e., surplus) employees are notified that they have been selected as surplus. Affected employees acknowledge such identification as well as any confidentiality and non-compete obligations. Affected employees electronically sign non-compete agreements and such digital signatures are also recorded in the data store evidencing the employees' acknowledgment of such confidentiality and non-compete obligations. Electronic keys, such as user IDs and passwords, may also be sent to employees that acknowledge surplus actions and non-compete obligations. These electronic keys enable the affected employees to access materials, such as job databases and other relocation and employment information.

Abstract: A system and method that estimates the financial impact in terms of savings and costs of performing a resource reduction addresses is provided. Financial impact estimates are determined before the surplus action is initiated in order to estimate the savings of a planned surplus action and in order to estimate the costs of paying severance payments to employees. When estimating compensation savings and severance costs, the percentage of surplus employees in various skill groups are multiplied by average employement data to estimate the total savings amount and total severance costs. Management evaluates the employees in the affected skill group areas to determine which individual employees are surplus employees and should be removed. Actual financial impact data is calculated after the surplus employees have been identified. Employment data records corresponding to the surplus employees are used to calculate the total compensation savings and the total severance cost.

Abstract: A system and method for organizational risk based on personnel planning factors is provided. Each employee has an employee profile data area that is used to store planning data and actual data corresponding to the employee. Planning data includes risk analysis data, compensation data, and development planning data. Actual data includes current compensation data and performance data. Inhibitors and motivators corresponding to employees is used to determine a flight risk that pertains to the employee. A contribution level, corresponding to the employee's contribution to the organization, is analyzed along with the flight risk to determine a risk quadrant that is assigned to the employee. Managers can select a risk quadrant and obtain information about common inhibitors and motivators. Incentive data, such as stock options, compensation, and awards, is planned in light of an employee's risk quadrant in order to motivate high contributors to remain with the organization.

Abstract: A system and method that analyzes employee data and assists management with surplus determinations is used for automated resource reduction analysis. Areas within the organization are identified that include surplus resources. These areas are further identified to determine which skill groups have surplus skills. Skill groups can be broken down by level. A determination is made as to what decreases are desired for the identified skill groups and levels. Employees within the identified skill groups and levels are evaluated using common evaluation templates that set forth the expected skills employees should have for a given skill group and level. The evaluated employee records are sorted by the evaluations to determine the spectrum of skills within a particular skill group and level. The desired reduction percentage is then applied to the sorted records to identify surplus employees. These identified surplus employees are then reviewed using organizational surplus guidelines and applicable laws.

Abstract: A system and method for improved matrix management of personnel planning factors is provided. In modern organizations using matrix management, one employee may be managed by several managers. Each employee has an employee profile data area that is used to store planning data and actual data corresponding to the employee. Planning data includes risk analysis data, compensation data, and development planning data. Actual data includes current compensation data and performance data. Managers' input regarding a common employees performance and planning factors is converted to a single performance evaluation and single set of planning factors by weighting the evaluation and factors by a percentage corresponding to each manager. Online collaboration between managers is provided to discuss employee contributions and revise planning factors and evaluations as needed. Revised data is displayed on each of the manager's systems in response to the revisions.

Abstract: A system and method for personnel management collaboration is provided. Each employee has an employee profile data area that is used to store planning data and actual data corresponding to the employee. Planning data includes risk analysis data, compensation data, and development planning data. Actual data includes current compensation data and performance data. A management team may have a common project manager with many department managers. The project manager selects employees normally included in the project manager's view, such as the department managers, and excludes them to form a new view in order to protect the confidentiality of the department manager's data. The new view can be shared amongst the department managers without compromising confidentiality. Employee data pertaining to employees reporting to the department managers is still included in the view for collaborative management meetings and online discussions. Changes to employee data are visible to all of the managers.