When redundancies are unavoidable, many HR leaders instinctively look to outplacement support as best practice. And rightly so. Professional outplacement can make a huge difference to how people experience redundancy and how quickly they move forward.
But the reality is that outplacement isn’t always possible.
Budgets may be tight. Organisations may be in administration. Leadership teams may not see it as a priority. And HR teams are left carrying the emotional weight of wanting to do the right thing for people, while knowing that the “gold standard” option isn’t on the table.
The absence of outplacement support doesn’t mean people have to be unsupported. It does mean, however, that redundancy support for employees has to look different – more realistic, more defined and delivered thoughtfully in-house.
This article explores outplacement support alternatives and practical ways HR teams can provide in-house redundancy support without overextending themselves or crossing important boundaries.
Acknowledge the Emotional Impact First
Redundancy is not a purely rational process, no matter how well the business case is articulated. For individuals, it often brings shock, grief, anger, anxiety – and sometimes even relief. These emotions can fluctuate daily.
One of the most valuable things HR teams can do early on is acknowledge that this is hard.
That doesn’t mean trying to fix how someone feels or rushing them into problem-solving mode. It can be as simple as validating their experience:
“People experience redundancy very differently and whatever you’re feeling right now is completely valid.”
If you’re offering this support in-house, clarity around confidentiality and boundaries is essential. HR professionals involved in the redundancy process can’t always be the safest emotional space for individuals, particularly if decisions are still ongoing.
Where possible, think about:
- Who can offer emotional support without being directly involved in decision-making
- Signposting to EAPs, mental health first aiders or external charities
- Normalising the use of external support early rather than waiting for crisis points
Emotional support is a core part of redundancy support for employees. But HR cannot and should not become counsellors.
Be Realistic About Career Conversations
Outplacement often provides structured career coaching, time, accountability and momentum. In-house redundancy support can’t replicate this fully – and pretending it can only sets unrealistic expectations.
Timing matters. Many people won’t be ready for career conversations during early consultation stages. They may still be processing the news.
That said, when individuals are open to it, light-touch career conversations can be helpful. These might include:
- What they want to leave behind from their current role
- What they’d like more (or less) of in future roles
- What they’re proud of in their work so far
These conversations don’t need to be deep coaching sessions. Their value lies in helping people reconnect with their competence and experience, which redundancy often undermines.
Offer Practical In-House Redundancy Support
Where in-house redundancy support really adds value is in the practical, tangible things that help people move forward.
Some effective and realistic options include:
- CV and Interview Support
Many people haven’t updated a CV for years – or may not have one at all.
HR teams can:
- Provide a simple CV template
- Share examples of “what good looks like”
- Offer written guidance rather than 1:1 rewrites
- Run optional lunch-and-learn sessions on CVs or interviews
- Job Search and LinkedIn Guidance
The job market has changed significantly, particularly for those who’ve been in long-term roles.
Consider:
- A basic overview of where and how to look for roles
- Demonstrations of LinkedIn job searching and profile basics
- Sharing trusted job boards or recruiter contacts
If you have an internal recruitment or talent team, involve them. Their insight into how recruitment works from the other side can be incredibly valuable.
- Involve Line Managers Thoughtfully
Line managers are often overlooked as a source of redundancy support for employees yet they know individuals better than HR ever can.
Encourage managers to:
- Offer honest, supportive feedback on strengths
- Reflect back where individuals add value
- Suggest types of roles or environments that may suit them
These should not be performance reviews or formal assessments. They are confidence-restoring conversations that help people remember who they are beyond the redundancy process.
It’s important to prepare managers for this role. Not everyone feels comfortable giving this kind of feedback, particularly in emotionally charged situations.
Support Job Search Momentum - With Clear End Points
One of the hardest elements of in-house redundancy support is maintaining momentum and accountability.
Unlike outplacement, HR support cannot continue indefinitely. It must end when employment ends.
Being explicit about this protects everyone.
You might:
- Provide job search trackers
- Offer limited drop-in career clinics during consultation
- Encourage individuals to use networks and LinkedIn recommendations before leaving
Clarity about timeframes and boundaries avoids unrealistic expectations.
Signposting Is Not a Failure
A common trap for HR professionals is feeling personally responsible for how someone is coping.
If conversations begin to move into territory that feels therapeutic rather than supportive, that’s a signal – not of failure but of professionalism.
Effective outplacement support alternatives include robust signposting, such as:
- Employee Assistance Programmes
- Mental health charities like Mind or Samaritans
- Pension providers or financial wellbeing resources
- Department for Work and Pensions support
Signposting gives people agency and ensures they receive appropriate help beyond what HR can reasonably provide.
Consider a Blended Approach
It’s worth saying that outplacement doesn’t have to be all or nothing.
Some organisations adopt a blended approach, offering:
- Group workshops rather than individual coaching
- Short-term external support combined with in-house provision
- Targeted support for the most vulnerable groups
This can be a pragmatic way to balance cost, compassion and impact.
Supporting People - and Protecting HR
At its heart, this is about how to support employees through redundancy in a way that is human, realistic and sustainable.
In-house redundancy support can be powerful when it is:
- Honest about its limits
- Grounded in empathy, not fixing
- Practical and supportive
- Clear about boundaries
And just as importantly, HR professionals need support too. Holding space for others while managing complex processes takes an emotional toll. Boundaries aren’t just for employees – they protect you as well.
When outplacement isn’t available, what matters most is doing what you can with the resources and skills available and remembering to call on support to protect your boundaries. Knowing you’ve done what you can for people will be remembered by them long after they’ve left.
Discover more content like this in our Redundancy Matters podcast, or wherever you listen to your podcasts.
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