Assuming the organization has decided to embark on a downsizing strategy, planning is essential. Some key issues include the following: Determining how many people will lose their jobs. Determining who will be let go. For example, will the decision be made on the basis of seniority, performance, or potential? Determining how the reduction will be carried out. For example, to what extent will the organization use attrition, early retirement or voluntary severance programs, and layoffs or termination? The approaches to workforce reduction vary in terms of the degree of protection to employees and the time it takes to implement them. Determining the legal consequences. For example, organizations often ignore or are unaware of legal requirements when downsizing the workforce. Some areas of law to consider include the law of wrongful dismissal, employment standards legislation, trade union law, existing collective agreement provisions, and human rights legislation. Designing current and future work plans. This issue represents a key challenge for the organization and is frequently neglected. Implementing the decision. Implementation includes elements such as the communication of the termination decision, the timing of the decision, security issues, severance payments, outplacement counselling, and communications with remaining employees. Performing follow-up evaluation and assessment of the downsizing efforts. Although this step is critical, it is often ignored in many organizations