When redundancies happen in organisations, we often reach for language like restructure, change or transformation.
While those words make sense from a business perspective, they don’t always reflect what the experience feels like for the individual.
Because if you look at it from their perspective, what’s really happening is loss – and with loss comes grief.
It’s something I’ve been reflecting on recently and also explored in a recent Redundancy Matters podcast episode because it’s not something we often name in the workplace, yet it shows up all the time.
Redundancy: A Human Experience, Not Just a Process
In HR, we understand the rationale behind redundancy. We know the process, the timelines, the legal framework.
But for the individual, it’s rarely just about losing a job. It can mean losing identity, routine, a sense of belonging, confidence in what comes next.
For some, work is also a source of stability or even sanctuary. So when that’s taken away – and not by choice – the emotional impact of redundancy can be significant.
I remember a client I worked with who said to me, “This might sound strange but I feel like I did when my grandfather died.”
And it didn’t sound strange at all.
Because they were grieving something that mattered to them: a role, a career, a place where they had spent years of their life.
That’s the reality of grief and job loss. And yet, we don’t always acknowledge it.
Understanding the Grieving that Comes With Redundancy
When we hear the word grief, most of us think about bereavement.
But through the work of David Kessler, who has spent decades studying grief, we’re reminded that grief isn’t limited to losing a loved one. It can come from any significant loss, including job loss.
And when you start to view redundancy through that lens, the reactions we see begin to make much more sense.
People may experience shock or disbelief, anger, anxiety, sadness, overwhelm – or even relief. All of these are entirely natural.
The shift for HR leaders and managers is recognising that these reactions aren’t something to fix. They’re something to acknowledge.
Kessler also talks about the difference between pain and suffering. The pain of redundancy is unavoidable – it’s the loss itself. But the suffering can increase when that pain is dismissed, rushed or minimised.
And that’s where organisations can make a real difference.
Preparing Managers for the Emotional Reality
Looking back on my own corporate experience, one of the things I didn’t always get right was how much focus I placed on process and how little I sometimes gave to the emotional side.
We’d make sure managers understood the legal framework, timelines and script – but not always how to respond when someone cried. Or became angry or simply went quiet. Those moments matter.
Because when managers aren’t prepared, the instinct can be to move the conversation on quickly or try to smooth things over.
What helps far more is giving them simple, human ways to respond:
- “I can see this has come as a shock.”
- “I understand this is a lot to take in.”
- “We can pause if you need to.”
It’s not about having the perfect words. It’s about being present.
Slowing Down the Moment That Matters Most
There’s a moment in every redundancy process that people remember.
When they hear the words: “your role is at risk of redundancy.”
After that, very little else is taken in. People can go into shock. They stop processing information. The detail becomes secondary.
In many organisations, though, we still feel the need to keep talking, to explain everything in one go.
In reality, what helps most is to keep the message clear and simple, avoid overcomplicating the rationale – and most importantly, pause. Giving someone space in that moment can completely change how supported they feel.
Supporting Employees Through Redundancy Beyond the Meeting
The meeting itself is only the beginning. Often, it’s when someone goes home, speaks to their family or has time to reflect that the emotions really surface.
This is where supporting employees through redundancy becomes more than just a process.
It’s about:
- Being visible and available
- Checking in, especially after emotional reactions
- Keeping communication open
- Offering outplacement support
Because redundancy can feel like something that’s been done to someone.
Support helps restore a sense of control, reduces isolation and, importantly, maintains dignity.
Don’t Forget the People Who Remain
Grief doesn’t only affect those leaving.
For the employees who remain, there can be a quiet sense of loss that often goes unspoken. They may be missing colleagues and friends they’ve worked alongside for years. Their roles or team dynamics may be shifting, sometimes quite significantly. And underneath it all, there can be an ongoing sense of uncertainty about what happens next.
Yet, they’re often expected to carry on as normal.
This is where a simple acknowledgement can make a real difference. Taking a moment to recognise that it’s been a difficult time, that valued colleagues have left and that it’s okay if things feel unsettled for a while, helps people feel seen.
A Different Way to Lead Through Redundancy
Redundancy is never easy and it’s not something we can make painless.
But we can change how it’s experienced.
When we recognise that we are supporting people through loss, not just managing a process, something shifts. Conversations tend to slow down. We listen more carefully. There’s a greater sense of empathy in how we show up.
That’s what people remember.
As Maya Angelou said, people may forget what you said or did – but they will never forget how you made them feel.
Shifting Perspective
Perhaps the question isn’t “How do we manage redundancy well?” but “How do we lead people through loss?”
Because when we start to see redundancy through the lens of grief, we show up differently. And that’s what makes the biggest difference of all.
Discover more content like this in our Redundancy Matters podcast, or wherever you listen to your podcasts.
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