Stuart Betteridge knows this reality well. With over 20 years of management experience, he’s navigated multiple redundancy processes, including one where he was put at risk himself. His insights reveal the delicate balance between compliance and compassion that defines effective redundancy management.
First Time Dealing with Redundancy as a Manager
“I was very much looking forward to all the nice things associated with being a manager,” Stuart reflects. “Helping people develop, encouraging team members to grow. Then there’s the other part – team members exiting the organisation for reasons completely out of their control.”
His first redundancy was a shock. The entire service was being offshored, putting his 20-plus team at risk – including himself. “I didn’t sleep very well at the time. It was all brand-new territory.”
Being personally at risk shaped his approach: “I’ve always gone into redundancy processes wanting to make sure everybody’s treated as I would want to have been treated.”
The Biggest Challenge: Selection Decisions
Stuart found later redundancies even more difficult when selection criteria came into play. “You’re effectively choosing who will be going. You have to move yourself away emotionally and ensure people are rated fairly and consistently.”
The weight becomes particularly heavy when you’ve worked alongside team members for years. “Some of these guys I’d worked with for quite a long time and I considered a couple of them to be friends.”
Despite the emotional challenge, thorough decision-making is crucial: “When you deliver the news, you know you’re delivering a decision that hasn’t been rushed. It’s been very thought-out.”
How HR Support Line Managers: The Critical Partnership
Stuart consistently highlights one factor that made the difference: exceptional HR support.
“I was really lucky to work with a very experienced HR manager who held my hand throughout the whole process,” he recalls. “She sat me down in our canteen and talked me through the different steps – the announcement, the at-risk letters, the one-to-one meetings, all the way to everybody’s last working day.”
What Line Managers Need from HR
“Line managers are looking for HR representatives to hold our hand through this process,” Stuart explains. Key elements include:
- Upfront Planning: “Take time to talk through the timeline and what to expect. Share meeting scripts in advance so the manager’s fully aware of what’s going to be said.”
- Scenario Planning: “Talk through ‘what will happen if’ scenarios – the employee doesn’t attend, walks out or becomes distressed. Having that experienced HR manager say, ‘Stuart, if this happens, this is what we’re going to do’ was incredibly useful.”
- Flexibility: “We’ve delivered meetings at six o’clock in the morning and ten o’clock at night to fit in with people
Being the Constant Presence
As a line manager dealing with redundancy, you become “the constant” that employees see most during the process. Work responsibilities don’t disappear but individuals are experiencing complex emotions.
“I’ve seen individuals who have been struggling and I’ve asked them to come and have 10 minutes with me – ‘let me buy you a cup of coffee’,” Stuart shares. “Just to create that space for them to talk through what’s worrying them.”
Practical Leadership During Redundancy
- Equal Treatment: “It’s always been very important to me that everybody gets the news at the same time so no one feels they’re not important.”
- Availability: “I reschedule routine meetings just so I’m around. I don’t want people to wait for their one-to-one meetings to ask questions.”
- Respect for Process: “While meetings can be repetitive with larger teams, it’s important to treat them with the same importance and respect. The employee hasn’t heard it before.”
Balancing Compliance and Compassion
One of the biggest challenges is maintaining the balance between following procedures and providing emotional support. Stuart found this balance through HR partnerships.
“This is where your HR representative comes in – they can keep you compliant. Having someone you can ring up and say, ‘I’ve been asked this question, I’m not sure how to approach the answer,’ helps you walk that line.”
Don't Forget the Survivors
One crucial aspect many managers overlook is supporting remaining team members. “Don’t forget those employees who will be staying,” Stuart emphasises. “They may be seeing a colleague or friend leave and possibly being asked to work differently to accommodate the restructuring.”
These “survivors” often experience guilt, increased workload and anxiety about future changes.
Stuart's 5 Tips for Line Managers Dealing With Redundancies
Stuart’s experience offers valuable lessons for dealing with redundancy as a manager:
- Build strong partnerships with HR from day one
- Maintain visibility and accessibility throughout the process
- Treat every meeting and individual with equal respect
- Balance emotional support with procedural compliance
- Support remaining team members after the process
“I can’t change that redundancy happens,” Stuart concludes, “but my role is to ensure I contribute in a positive way and that my team have all the necessary support they need from me.”
Dealing with redundancy as a manager isn’t just about the paperwork and processes. It’s about showing up for your people when they need you most.
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