by Hannah Mason, HR Data Insights Analyst at Brightmine
Through the words of HR, we explore how organisations are moving forward following the end of their redundancy processes and understand what they feel could be done differently to improve things for the future.
HR plays an essential role in redundancy processes, navigating the delicate balance of managing the emotional impact on employees, while planning for the future of their organisation. The recent Brightmine (formerly XpertHR) redundancy survey researched the practices and policies related to redundancy, as well as analysing the impact that recent redundancy processes have had on UK organisations. In this article, we explore lessons learned from redundancies made in the last year, through quotes from HR professionals.
Reducing the time taken to complete the process
The redundancy process can be unsettling and stressful for employees, and one clear message from the respondents was about how long the process takes to conclude.
Shortening it came out as a key way to improve the process. Limiting the uncertainty that teams face would be to the benefit of all employees affected by the change.
“We aimed to deal with all redundancies within a shorter timeframe as possible so as to not “prolong the pain.”
– HR professional
One respondent explained how the redundancy process was shaped by the needs of the affected employees. The below quote demonstrates how an organisation adapted its process to make the difficult period easier for staff.
“Initially we had planned a 2 week period for selection and informing employees of the decision.
Unanimously, the staff wanted this to be reduced as much as possible. We devised and utilised a system and subsequently informed all employees within 3 days.”
– HR professional
Communication and transparency
Understanding the reason behind the redundancies and making sure that accurate information is provided to employees across the organisation was another important step in managing the redundancy process.
Clarity around the scope of the redundancy process was indicated as important. Communication should be with all employees, regardless of whether their role is affected by the redundancies being made.
“It would have helped to make an overall announcement for the whole organisation and not just the directorate that is affected — this would stop a lot of uncertainty.”
– HR professional
Support for redundant employees
HR professionals shared things that worked well during the redundancy process for those employees leaving the organisation. In the graphic below, we share some of the key practices offered to help support those employees being made redundant.
Focus on redundancy survivors
While many suggestions were made on how the redundancy process itself was carried out, some individuals touched on how a focus on working with employees who remained in post after the redundancy process was completed has helped their organisation move forward.
“We have taken proactive steps to rebuild trust and morale among the remaining employees.
This involved team-building activities, recognition programmes, or involving employees in shaping the organisation’s future strategy.”
– HR professional
One HR professional shared how their organisation helped to refocus the redundancy survivors once the process had been completed.
“We gave the whole company a week off to decompress before moving into the new world, and it felt like we could reset and start a new chapter.”
– HR professional
About the author
Hannah Mason
Hannah joined Brightmine as a HR data insights analyst following four years working in research and analytics in the Civil Service. She works on the development and delivery of surveys covering a variety of HR topics. These surveys provide data for both the Benchmarking – HR metrics tool, as well as survey analysis reports.
Before joining Brightmine, she worked at the Office for National Statistics as a senior social researcher working on the development of a variety of surveys, data analysis and publications, focusing on topical issues facing society including the COVID-19 pandemic. Hannah holds a BSc in Psychology.
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