In our latest Redundancy Matters podcast, he shared hard-won lessons about what truly makes a difference during redundancy consultation – and how mediation in the workplace can transform even the toughest conversations.
Why Redundancy Matters So Deeply
For Pete, redundancy is “dismissing people for no reason that they’ve done wrong.” It’s an act that cuts to the heart of people’s identity, confidence and security. He recalls his first redundancy consultation at British Steel, where a grown man begged on his knees to keep his job. That moment changed Pete’s understanding forever: redundancy isn’t just a process – it’s a human trauma.
“It’s one of the most stressful things people can go through,” Pete reflects. “And how we manage it can change people’s lives.”
Building Trust Early: The Power of Genuine Consultation
Having managed more than 3,000 redundancies during his HR career, Pete has seen both good and bad practice. His number one rule? Start the conversation early.
Too often, he says, organisations treat redundancy consultation as a box-ticking exercise. “They bring unions in because they have to, not because they want to,” he explains. “The decisions have already been made.”
The alternative – and far more effective – approach is genuine consultation. Bringing trade unions and employee representatives into discussions early helps build trust, uncover alternative solutions and often prevent job losses altogether.
“When people feel heard, they’ll work with you, not against you,” Pete explains. “Even if the outcome doesn’t change, they’ll know you did everything you could.”
Lessons in Leadership: Compassion and Accountability
Across every redundancy consultation process, one theme stands out: leadership matters. Pete has seen how the tone set by leaders determines whether the process is compassionate or cold.
He shared two personal stories of redundancy: one handled with care, one disastrously managed. In the first, his manager sat down to talk about future options, encouraging him to return to education. That conversation, Pete says, changed his life. The second time, his employer delivered the news impersonally and avoided accountability entirely.
“It all comes down to leadership,” Pete says. “Someone who takes the time to talk, who cares enough to listen – that’s what people remember.”
Mediation in the Workplace: Prevention and Cure
Pete’s journey eventually led him to found Pragmatism UK, a consultancy specialising in mediation in the workplace. Through this work, he helps organisations resolve and prevent disputes by focusing on communication, empathy and trust.
“The same principles apply in redundancy consultation,” he explains. “When leaders and unions really talk and listen, you can achieve extraordinary outcomes.”
In one large-scale redundancy programme at Rolls Royce, Pete’s team faced the prospect of 2,000 compulsory redundancies. Through months of genuine consultation and collaborative problem-solving, they achieved zero compulsory redundancies. “It took creativity, listening and a shared commitment to finding a better way,” he says. “That’s mediation in action.”
Managing Boundaries and Supporting HR Teams
For HR professionals, the emotional toll of redundancy work can be immense. June warns against trying to “rescue” everyone: “You can lower your boundaries too much,” she says. “It’s about leaning over the fence, not jumping over it.”
Pete encourages HR teams to be honest about capacity, to ask for additional support when needed and to build in time for reflection and recovery. “You can’t pour from an empty cup,” he reminds us.
Practical Takeaways for HR Leaders
Pete’s advice for anyone preparing for or leading redundancy consultation is both practical and heartfelt:
- Start early – Build trust with trade unions and employee representatives before a crisis.
- Consult genuinely – Don’t treat it as a legal formality. Real listening can change outcomes.
- Train managers properly – Equip leaders with both process knowledge and emotional intelligence.
- Manage boundaries – Support others but protect your own wellbeing too.
- Use mediation principles – Encourage open communication, empathy and shared problem-solving.
In a world where restructures and redundancies are an unavoidable reality, Pete Colby’s approach reminds HR leaders that the right combination of mediation, compassion and genuine consultation can turn even the hardest conversations into opportunities for trust and respect.
Listen to the full conversation with Pete Colby on the Redundancy Matters podcast.
Connect with Pete on LinkedIn or visit Pragmatism UK to learn more about his work supporting mediation in the workplace.
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