Whose emotions matter in redundancy?
It would be easy to think the only person who matters in redundancy is the person being placed at risk. After all, they’re the one who could lose their job. But there are several people you need to pay attention to, as their emotions can have a lasting impact on what happens next.
The individual placed at risk
Recognising what they’re going through is essential if you’re to help them through one of the most challenging work situations they can face. It’s critical you go beyond procedure and, instead, find ways to connect with them personally.
Redundancy can affect people in so many ways. For some it will be a blessed relief, for others, their world will come crashing down around them while they try to process the impact this will have. It’s important you find out where people are on that scale, and provide appropriate support for each person.
The manager of the team
Many managers have never had to make anyone redundant. So the first time feels daunting. It’s a big responsibility to tell someone they no longer have a role in your business. Not only that, but this is someone they have a relationship with. It’s a member of their team.
Although managers often know there is potential for redundancy ahead of their team members, they don’t always have much time to wrap their heads around it. Helping managers to work through the change they are about to implement, and understanding how the emotional effects of redundancy might effect them, can make a big difference to how they manage the situation.
The HR team
While you might accept that making people redundant is ‘part of your job’, very few people enjoy this part of it. In fact, going through the change curve with managers and employees alike can be exhausting. So don’t be hard on yourself if you find you’re worn out and need a good cry by the end.
How does redundancy affect you emotionally? Five common emotions during redundancy and how to support them
The emotions people experience through a redundancy programme will vary according to the individual. But let’s focus on the key emotions you’re likely to see, and what you can do to make things easier:
- Anger
Individuals and managers can both feel angry during a redundancy situation. Individuals can feel let down that they’re the one who’s been selected versus their peers. Similarly, managers can be angry if this is a decision they weren’t involved in, especially if they’re losing good people.
Whoever’s feeling the anger, it’s important to give them a safe space to let it go. Encourage the individual to take time off work (if possible) during the consultation process. Let them process what’s happening and ask as many questions as they like.
For managers, offer them a way to work through the situation. If needs be, let them rant a little and allow them to release the frustration. Doing this is much more likely to keep them calm and supportive during consultation meetings. And if you see it bubbling, call an adjournment and give them time to work it through before reconvening. - Panic and anxiety
This often affects managers and individuals. The managers worry about holding the meetings, saying the right things, and about what happens once these people have left the business. The individual, understandably, looks at what this means for them. There’s a direct impact to their home life, their finances, and the unseen pressures that can cause.
Where you have mental health first aiders, and resources inside the business, point people towards them so they can get the support that’s right for them. Got an employee assistance programme or financial advice line? Make those the first things you share with individuals so they can access help right away.
For managers, spend time working through their concerns. Give them confidence they know how to approach the meeting. Provide scripts and let them ask questions so they can be sure they know what to do. And help them work through what ‘after’ looks like. Give them help to talk to their teams about the changes that have happened and what that means going forward. - Grief
This tends to be mostly on the side of the individual. Going through the redundancy process can be incredibly upsetting, especially if your social network is tied to where you work. People not only feel they’re losing their role and their identity, but that their friends will disappear overnight too.
Offer support for people who are lonely or concerned. Again, connect them with your employee assistance programme, or your mental health first aiders. But also point them to external support.
Helping people take active steps to gain control of their future, by applying for new jobs, getting coaching support, or even just updating their CV, can make a big difference to their outlook. And creating connections outside the business can get them excited about new experiences and roles. - Relief and guilt
For some, redundancy brings relief. It seems odd, but can be true, especially for individuals who have felt uncertain for a while. For them, it’s really a case of helping them work out what’s next. And giving access to resources or contacts who can practically make that happen.
Mainly, however, this arrives for managers and the HR team. As each meeting closes, and you move to the next steps, you feel slightly better that the end is in sight. But you also feel guilty about the individuals who are leaving.
Lots of HR professionals want to do more to help those in redundancy situations, but you just don’t have the time or the energy to provide what they need. That’s where third parties, like recruitment agents and outplacement advisors can be helpful. They can offer advice and support without the emotional burden tied up with someone losing their job. - Exhaustion
Nearly everyone involved in redundancy programmes experiences exhaustion. Whether it’s the individual going through the stresses of what happens if they lose their job. The manager staying awake all night as they panic about what to say. Or the HR professional who experiences the emotions over and over with each new consultation meeting. It all takes its toll.
For individuals who are no longer with you, it’s difficult to offer support. But there are organisations which can help them, like Citizen’s Advice, or local charities. And you can always offer to direct them to resources if they need assistance after they’ve gone – or provide a list as their leaving so they have it either way.
For managers and HR professionals, be kind and give them some breathing space. Making people redundant is intense, and you need a break by the end. Encourage them to focus on their own wellbeing, take some walks, some time off, or just do something they enjoy. It might be easier to say ‘it’s just part of their job’, but managers and HR professionals get affected by these situations. So be sensitive to that, and show them they matter too.
How outplacement support can help manage redundancy emotions
It isn’t your standard benefit of outplacement, it’s true. But the right outplacement support can both help employees prepare for the future and offer help to your HR team.
Great outplacement coaches apply no judgement to the situation. They don’t validate feelings but acknowledge the individual’s experience. And then provide advice and coaching on relevant next steps.
For some individuals, they’ll offer very practical steps. For others, who find themselves incredibly stuck, just the very act of having to be ready for a coaching call offers structure and purpose that can make all the difference.
Outplacement coaches can also act as a sounding board for the HR team. Especially when there are only one or two HR professionals, it can be difficult to find a safe space to let go. Having outplacement support offers a confidential ear who understands the situation and can empathise with the struggles of being on HR’s side of the table. So you can work through the difficult manager who’s making things harder, the unintended error that creates unnecessary tension, and even the HR manager who’s having a tough day personally and needs some moral support.
Providing the right support during redundancies
There is no right answer to what support you should offer during a redundancy programme. That will depend on the number of roles at risk, the nature of your business, and the individual needs of your employees. The most important thing is to make sure people feel valued, and that’s best done when you display care and compassion through this difficult time.
You can get more ideas on how to support people through redundancy by downloading our guide: 10 practical ways for the HR team to support people at risk of redundancy. Get your copy now.
Discover more content like this in our Redundancy Matters podcast, or wherever you listen to your podcasts.
If you’d like to keep in touch to receive regular content on Redundancy, Outplacement, and to be notified when our podcast episodes land you can join our mailing list.
And if you want to find out more about our services you can get in touch to discuss how we could support you with our Outplacement Support Services.