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r productivity. With respect to reducing risk, numerous courts have found that inconsistent, conflicting, or contradictory statements from an employer can undermine the proffered legitimate reasons and, moreover, can be used to infer that the employment action taken was pretext. Similarly, a delayed justification for an employment action also could be perceived as a post-hoc rationale, rather than a legitimate business reason. Thus, communications to stakeholders should be a consistent message that is aligned with the goals of the restructuring plan. The other reason to effectively manage communications during corporate restructuring is to manage the stress and anxiety of the overall workforce. The announcement or even the speculation of an upcoming restructuring will naturally cause a great deal of anxiety throughout the workforce that will most likely impact productivity. Providing high levels of communication and ensuring that the message conveys the fairness and rigor of process that will be implemented will assist in managing the expected employee concerns. During a restructuring, employers also may find it helpful to outreach to employee affinity groups to underscore the message of fairness and rigor of process. Through their diversity efforts, many corporations also have established or supported the establishment of employee affinity groups. These groups provide forums for individuals to network, share ideas, and address issues of common concern. In addition to racial/ethnic and genderbased affinity groups, other common affinity groups include those for other EEO-protected groups, military service, professional affiliation, and many other parameters. Although affinity groups are generally not directly controlled by management or HR, they can serve as a useful forum for management to share pertinent information. Conclusion Corporate restructuring is a challenging, yet sometimes necessary aspect of business today, particularly with the combination of relentless global competition and a general economic downturn. A reduction in force is almost inevitably a critical component of such efforts. Although a RIF may accomplish the stated objectives of increasing efficiency and productivity and minimizing costs, there are also significant risks that can be mitigated. The steps detailed above-establishing a plan, assessing the risk, instituting measures to mitigate the risk, monitoring the implementation of the plan, and effectively managing communications regarding the restructuring - will assist in achieving the goals of the restructuring while also minimizing the accompanying risk. Recommendations for considering the implications of diversity during corporate restructuring are woven into these steps. As noted in the onset, best practices in diversity management are also simply additional tools for good business management.本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。