Tips for Handling Redundancies

1. It’s not just those who are being made redundant that you have to think about. Badly handled redundancies seriously affect the morale of remaining staff.

2. Make all foreseeable redundancies at once, even if it seems brutal. Better to do it and focus on recovery than to keep going back to make a few more. Recurring “blood letting” never lets morale recover.

3. Ideally make someone specifically responsible for it so they can be single point of contact and have sufficient time to handle staff properly. All too often management, with the pressure of running a struggling business, rush through the redundancy process.

4. Senior managers should be available to staff and be as clear and open as possible about the need for redundancies, the process and timescales. Rumour breeds in a vacuum so the more you give a clear account from the company perspective the less chance there is for trouble and ill feeling.

5. Where possible redeploy. Aside from any legal imperative don’t waste your talent. Experience of your business can outweigh knowledge of a particular role; so retraining existing staff into a different role can be better than a new recruit.

6. Provide access to a computer, printer and paper for employees to conduct jobs searches, prepare CVs / applications and allow time off for interviews.

7. Engage all of the services available to you from the BPIF, Union, Regional Development Agencies, Job Centres and reputable recruiters.

8. Make sure redundant staff know where to look for jobs, are realistic about their employability and options, e.g. retraining.

9. Professional Outplacement doesn’t have to be expensive. An industry specialist recruiter may be able to provide a similar service at little or no cost.

10. Many have had relatively few jobs and are ill equipped to prepare CVs, applications or interviews. Professional guidance can help employees avoid the common pitfalls, presenting their true potential to an employer.