redundancy

I’ve supported several people through redundancy recently, and one thing they’ve consistently shared is that they don’t fully understand the process they’re suddenly in. They’re thrown by the language:“at risk”,“in a pool”,“consultation”.These are terms routinely used in redundancy situations but very unsettling to people hearing them for the first time. And alongside the lack of clarity, there’s frequently a lack of emotional support.This is often the unintentional consequence of a lack of experience and capability. For some organisations, managers and HR teams, it’s a first, requiring skills they haven’t yet acquired. With redundancies rising again across the UK, more people are navigating this without effective support. Unfortunately, the impact is often underestimated. It reaches further than people realise:not just to the individual, but to their family,and not just to those leaving, but to those staying and beyond. Redundancy isn’t just a process.It’s a moment that shapes trust, culture, and how people feel about the organisation long after the letters are issued. Handled well, many people will still experience the impact but feel respected and supported to deal with it.Handled poorly, it becomes a stressful experience. It also changes how people, internally and externally, see the organisation, often in ways that take time to repair. Having supported redundancy processes for many years, I know it can be a difficult time for everyone involved. If you’re a leader navigating this and a confidential conversation would help, I’d be happy to talk.