Redundancies are rarely straightforward. Even where the business reason is clear, the process itself can feel daunting, especially for organisations that do not deal with redundancy very often.
When handled well, redundancies can be managed fairly, lawfully and with dignity. When handled badly, they can lead to grievances, tribunal claims, damage to morale and a lasting impact on the wider business.
Good support makes a difference long before any announcement is made, and it still matters after the process has formally ended.
Why the groundwork matters
One of the biggest mistakes employers make is moving into conversations too quickly, before the position has been properly worked through.
Before any redundancy process begins, there needs to be a clear understanding of whether there is a genuine redundancy situation, what the business rationale is, what risks need to be considered and what sort of process may apply.
That matters even more where larger scale change is involved. ACAS says that collective consultation rules apply where 20 or more redundancies are proposed in a 90 day period, and from 6 April 2026 a failure to consult properly can lead to a protective award of up to 180 days’ pay for each affected employee.
Rushing past that early planning stage can create problems that are much harder to fix later.
Before the process starts
The period before redundancy is announced is often where the most important decisions are made.
This is the point where employers need to think carefully about whether redundancy is the right route, whether there are alternatives, whether pools and selection criteria are appropriate and whether the proposed timetable is realistic.
It is also the point where communication needs proper thought. Poorly timed or unclear messaging can create anxiety before consultation has even properly started.
A fair process usually starts with careful preparation, not the first meeting.
Before the process starts
Once employees are placed at risk, the way the process is handled matters just as much as the eventual outcome.
Consultation should be genuine, clear and properly documented. Employees need to understand why redundancy is being proposed, have the opportunity to ask questions, raise alternatives and feel that what they say is actually being considered.
That does not mean the outcome must change. It does mean the process needs to be meaningful.
This is often where employers need the most support, particularly when managers are balancing legal obligations with difficult conversations and the wider impact on the team.
The practical side of getting it right
A redundancy process can quickly come unstuck when the paperwork, communication or meeting structure is inconsistent.
Managers need confidence in what they are saying and why. Notes need to be accurate. Alternatives need to be considered properly. Redeployment, notice, holiday pay, redundancy pay and appeals all need to be dealt with clearly.
Even where the business case is sound, poor handling during consultation can still create unnecessary risk.
The practical side of getting it right
The end of a redundancy process is not just about issuing notice and moving on.
What happens afterwards matters for the people leaving and for those who remain. Remaining employees may feel unsettled, managers may be unsure how to rebuild confidence and the business may still need support with appeals, final payments, restructuring or workforce planning.
Handled well, this stage helps the organisation move forward with more stability. Handled badly, it can leave uncertainty hanging over the business long after the formal process has ended.
A proportionate approach matters
Redundancies are one of the more sensitive areas of people management. An overly rushed approach can create avoidable mistakes. An overly legalistic one can make already difficult conversations feel colder and more adversarial than they need to be.
The best approach is usually one that is calm, compliant and proportionate to the size and complexity of the situation.
That means making sure the process is legally sound, but also recognising the effect it has on individuals and teams.
Support at each stage
Some employers only look for help once consultation has started, but in many cases the real value comes earlier.
Support may be needed with planning, risk assessment, consultation structure, manager guidance, meeting support, documentation, settlement discussions or what happens after the process has finished. The aim is not to add process for the sake of it. It is to help employers make difficult decisions in a way that is fair, well managed and defensible.
If your organisation is facing redundancy decisions and you want support with the process, Shrewd HR can help. We work with employers before, during and after redundancies to reduce risk, support managers and help make sure the process is handled fairly and with care. Get in touch to speak to the team.
