Learning from Redundancy Stories: What the Human Side Teaches Us

Having been on both sides of the redundancy table, I’ve gathered countless redundancy stories over the years.

These experiences offer profound insights into what truly matters when redundancies happen.

The Shock of Finding Out

Every redundancy story begins with that moment of discovery. My own redundancy story started when I found out about my first redundancy on the evening news – the company had gone into administration. When I rang my manager asking what I should do the next day, his response was blunt: “There is no job. You have no job. That’s it.”

The shock was complete. What struck me most wasn’t just the news itself but the absence of any human connection. There was no offer of support, no suggestion to come in for a chat. I was left feeling isolated, confused and scared.

This experience taught me that while managers sometimes can’t change the outcome, they can absolutely change how someone feels about the process.

Considering Those Who Aren’t There

My second redundancy story happened whilst I was on maternity leave. I received a message to join a conference call and after it finished, I was left with lots of questions and no one to talk to. No one from the organisation offered that follow-up conversation.

This particular story highlighted how easy it is to forget about people who aren’t physically in the building during redundancy announcements. A simple follow-up call can make an enormous difference.

The Isolation That Follows

One of the most common themes across all redundancy stories I’ve encountered is how people feel isolated after a redundancy announcement. One particularly striking story involved someone who told me about leadership team members who would literally not make eye contact when they saw them in the corridor. After the redundancy announcement, relationships just changed overnight.

These stories remind us that someone who’s been put at risk is still an employee, still a person, still part of the team until they leave. They need support and inclusion more than ever.

The Importance of Being Present

I heard a shocking redundancy story recently about a consultation meeting where the manager said they’d be joining from their car, would be on mute and for the meeting to carry on without them because they didn’t want to miss their next appointment. This highlights how some managers simply aren’t engaging with their responsibilities.

Being fully present in these meetings isn’t optional – it’s essential. People deserve your complete attention during what might be one of the most significant conversations of their working life.

Timing and Transitions

The timing of redundancy meetings matters more than we might think. One redundancy story perfectly illustrates this – someone had their consultation meeting at 8:30 in the morning and was then expected to go straight into a pre-arranged project meeting afterwards. We need to think carefully about what we’re asking of people immediately after they’ve received life-changing information.

Well-Meaning But Unhelpful Responses

I remember someone saying during a workshop break: “If someone else says to me ‘you’ll be fine, you’ll find a job soon,’ I’m just going to have to scream because that’s not being helpful.” While people want to be positive, phrases like “don’t worry, everything will be fine” can actually feel dismissive.

This redundancy story highlights the difference between empathy and sympathy in redundancy situations.

The Need for Clear Communication

Many stories feature confusion about the rationale behind redundancies. When people don’t understand why the restructuring happened or why their particular role was affected, it becomes much harder for them to process the experience and move on.

Clear, honest communication about the business rationale isn’t just good practice, it’s essential for helping people make sense of their situation.

Learning from Every Redundancy Story

These stories remind us that what people remember most is how you made them feel during one of the most challenging periods of their working life. As Maya Angelou said: “People will forget what you said, people will forget what you did but people will never forget how you made them feel.”

Every redundancy story teaches us something about the human side of organisational change. Each one we hear makes us better at supporting others through this difficult experience. And that’s why sharing these stories matters so much.