Cuts test staff at Woodside

REDUNDANCIES are considered commonplace in the human resources sector and are not viewed in as negative a light as they were a decade ago.

But this is no comfort to Woodside employees at the sticky end of downsizing.

When told earlier this year of a planned 300 job cuts over two years, the Woodside employees heard that “there will be no sacred cows”. Some no doubt remembered 1994, when the company also made significant staff cutbacks.

This time around Woodside has provided two consultant clinical psychologists to support management and employees through the current cutback.

In addition to individual assistance, these personnel have provided tips on change management in the company’s in-house publication, Trunkline.

The company’s shared services division also provides counselling, information and outplacement assistance available through a Woodside employee assistance program.

CEO John Akehurst is also leaving Woodside. The company board had wanted to appoint a new CEO when Mr Akehurst’s contract expired in April 2005.

But with “the long-term nature of the company’s projects and initiatives presently under consideration”, chairman Charles Goode announced at the April AGM that the search for a new CEO was beginning.

As with Woodside, Hartleys will suffer some employee cuts this year, and, likewise, the man at the top – Tony Howarth – will be leaving.

The reason for this year’s cuts at Hartleys is the closure of Hartleys’ eastern States operations and the proposed split into two firms, one a management buy-out, as yet to be named, and the other, JDV.

Specialist positions, such as that of HR manager, will not be required in the smaller outfits.

Hartleys HR manager Sharon Kershaw is hence one of those helping others with resumes and job applications, while also needing to plan for her own future.