A survey, shared by the CIPD, which revealed that 1 in 3 of over 1,000 participants said HR had handled their redundancy poorly. The survey also showed that many told more than 10 people about that treatment by their ex-employer. So how can redundancies be managed in a way that minimises the negative impact on employer brand? Contributor Shaun Allred, Head of Practice: Group Outplacement, Career Directed Solutions.

Provide training to employees that are elected to be representatives on the consultative committee.
As good practice employers may wish to consider establishing a formal redundancy procedure which should be negotiated and agreed with trade union or employee representatives.  Full and effective consultation when drawing up a redundancy procedure will do much to allay unjustified fears, avoid the suspicion that redundancies are imminent and allow representatives to contribute their views and ideas.

Support line managers that continue to manage their teams through the consultation and redundancy process.
Increasing line managers awareness on how to pick up on their team members changing behaviours, so that they can confidently help them to adapt to the business changes, thus minimising the negative input on productivity.

Coach line managers in how to deliver difficult messages.
Informing an employee that their job is to be made redundant is likely to be a painful experience for everyone involved. The meeting should be handled with compassion and sensitivity; it should be well planned, ensuring that the employee leaves with dignity and respect. One of the key objectives should be to minimise the stress on the employee, while promoting an image of care and responsibility, which can also minimise the impact of the redundancy on the morale of those remaining.

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