Managing Redundancy Process: Why Human Conversations Matter as Much as Procedure

As Aime put it, redundancy is often treated as “a neutral process” but emotionally, “it is not a neutral process.” That distinction matters because while HR may be concentrating on doing things correctly, the person on the receiving end is often experiencing shock, fear and uncertainty all at once.

Redundancy Consultations Are Never Just Procedural

One of the clearest messages from the episode was that redundancy consultations are about far more than getting through a script.

Aime brings a distinctive perspective. She has led HR teams and now supports people through complex workplace situations, including redundancy, as a trade union representative.

“I think it is a process,” she said, “but emotionally and relationship wise, it is not a neutral process, especially if it comes from nowhere and you thought you were going to stay forever.”

That is such an important reminder for HR leaders. People are not just hearing information about a role. They are processing what this means for their security, their identity and often their family life too. Even where redundancy is financially manageable, it can still feel deeply destabilising.

The Emotional Effects of Redundancy Are Often Hidden

Aime spoke powerfully about the fact that the emotional effects of redundancy are not always visible.

“There’s a lot of shame,” she said, and she described how clients will sometimes talk openly about highly personal life experiences but still feel unable to tell people they are struggling at work or facing job loss. Some, she said, “haven’t even told their partners, their best friends. And so they’re really, really alone.”

That sense of shame is something I see too and it can have a huge impact on how people move through the process.

If someone is carrying shock, embarrassment and fear, then the way the consultation is handled becomes even more important. It is not just about explaining what is happening. It is about creating enough safety for someone to begin to take it in.

Why Process Alone Is Not Enough

Aime made a point that I think many HR professionals will recognise immediately. Often, when managers and HR are under pressure, they lean more heavily into process and logic as a form of self-protection.

“What I think managers and HR people do, as a self-protection mechanism, is they make it very formulaic and very logical, very process driven,” she said. “That is very good in terms of protecting you… but the more they do that, the more emotionally uncomfortable it feels on the other side of the table.”

This is where things can start to unravel.

A scoring matrix may be procedurally sound. A business case may be clear. But if the experience of hearing it feels cold or clinical, the person in front of you may come away feeling reduced to a number on a spreadsheet rather than recognised as a human being who has contributed for years.

And once someone hears that their role is at risk, they may not hear much else at all. As we discussed on the podcast, that first sentence can send people into shock.

Honesty Builds Trust in Managing Redundancy Process

Another important theme in the conversation was trust.

Aime spoke about the language often used in consultation processes, where employees are told that everything is open and nothing has been decided. In practice, she said, people often know that is not entirely true and experience it as disingenuous.

“I think trying to be as honest as you can… is helpful,” she said. “Being honest about the commercial reality is helpful.”

That does not mean being blunt for the sake of it. It means being realistic about what can change and what cannot.

If a factory is closing, say so. If the wider decision is fixed, be honest about that. But if there is room to explore alternatives, timings, suitable roles or practical adjustments, say that too. That is where consultation becomes meaningful.

Why Redundancy Support for Employees Matters

One of the most powerful parts of the episode was hearing Aime describe what people really need when they are going through this sort of experience.

She said that part of her role is to be like “that best friend at work” for a period of time, helping someone understand what is happening, process the situation and feel less alone.

That is such a helpful way to think about redundancy support for employees.

Support is not just about formal process. It is about giving people somewhere to turn. That may be through outplacement support, a trade union representative, a trusted HR contact or simply regular check-ins that help someone feel seen.

Aime also made the point that saying less can sometimes be more helpful. People do not always need every detail in the first meeting. Often, they need the key information, enough clarity to understand what is happening and then time to process it.

A More Human Way of Leading Redundancy Consultations

What stood out most from this conversation was the reminder that good redundancy consultations do not ignore process but they do go beyond it.

They recognise emotion. They make space for questions. And they are honest about the commercial reality, remembering that the individual on the other side of the table may remember this conversation for the rest of their career.

When managing redundancy process, that human element is not an optional extra. It is central to how people experience the whole thing.

About the Guest

Aime Ayrehart is a HR professional, trade union founder and author with extensive experience supporting individuals through complex workplace situations, including redundancy.