In a recent conversation on the Redundancy Matters podcast, Niki shared her hard-won insights on managing collective redundancies with empathy and authenticity. Here’s what she’s learned about keeping people at the centre when the pressure is on to get the process right.
Why the Collective Consultation Process Needs More Than Just Process
“Whilst process matters in redundancy, what really makes the difference is putting the people at the heart of that process and leading those consultations with empathy, authenticity and clarity,” Niki explains.
The challenge is that by the time you reach the announcement stage, the leadership team will have been living with this decision for weeks, possibly months. They’ve worked through the detail, debated the options and have the whole thing mapped out in their heads. But here’s what’s easily forgotten: it’s brand-new news to the people hearing it for the first time.
This disconnect can create real problems in the collective consultation process if you’re not careful. When managers have been sat with this knowledge for so long, there’s a risk they rush through conversations or fail to give people the space to process what they’re hearing.
Training That Goes Beyond Templates
When managing collective redundancies, most organisations focus their training on compliance – here’s your template, here’s how to stay within the law, here’s what you must cover in meetings. That’s important, obviously. But Niki takes it further.
“Rather than just focusing on training for the redundancy consultation process and these are the conversations, this is what you’ll have to do, here’s your templates for your discussions, this is how you remain compliant in the law, it’s then bringing the human element into that,” she says.
This means talking managers through the change curve, helping them understand the emotions people experience during redundancy and giving them confidence to handle difficult conversations. Because let’s be honest – most line managers aren’t relishing the opportunity to deliver this news. They’re nervous and they need support to do it well.
The Trust Factor in Collective Consultation
Building trust sits at the heart of successful collective consultation. “If it’s seen as a tick box exercise and the outcome has already been decided, then that trust is going to be broken, not just with the people that are at risk of redundancy but also those that are not at risk and are remaining in the organisation,” Niki points out.
When you create psychological safety and trust in the collective consultation process, something interesting happens. People feel they can ask questions, share how they’re feeling and – crucially – suggest alternatives that might save jobs or money.
Niki has seen this play out repeatedly. “I’ve seen organisations be able to not have to pay such big retention bonuses. I’ve seen organisations be able to give people the opportunity to go and get another job without having to wait till the end of their redundancy consultation process, hence saving the organisation redundancy pay out money.”
She’s also seen people come forward to say they were planning to retire anyway or they’ve spotted cost-saving opportunities that leadership hadn’t considered. None of this happens if people don’t trust the process.
When Line Managers Are At Risk Themselves
Here’s where the collective consultation process gets really complicated – when the managers leading it are themselves at risk of redundancy. You’re asking an enormous amount of someone in that position.
Niki’s approach? “Treat them as individuals. Listen to them, support them with what they need through that process. Different people will deal with it in different ways.”
This might mean coaching, outplacement support or simply checking in on their wellbeing as well as how the process is going. But there’s a balance to strike in consultation meetings themselves.
“When they’re having consultation meetings with their team or any discussions with their team, it’s about that person. It’s not about them. The ‘about them’ bit is a different space and creating that space for them to have that,” she explains.
It comes down to empathy versus sympathy. You can acknowledge it’s tough for everyone whilst keeping the focus where it needs to be: on the individual you’re speaking with and their specific circumstances.
What Actually Works
If you’re about to lead collective consultation for the first time (or the tenth), Niki’s advice is refreshingly practical:
“Be prepared. Have a really robust plan but have agility to it – it might flex. Communicate even when you don’t have anything to communicate about. Make sure that you are remembering that you’ve got humans on the end of this process.”
Ensure your managers understand both the process and how to handle the emotional side of things. Look after your managers. And if you’re in HR leading this, make sure someone’s looking after you as well.
When the collective consultation process is managed well – when people genuinely feel heard, respected and supported – Niki has had people shake her hand at the end and thank her. They’re remembering a positive experience in a difficult situation, rather than leaving with negative emotions (and potentially an employment tribunal claim).
That’s what putting people at the heart of managing collective redundancies actually looks like in practice.
Listen to the full conversation with Niki Corbishley on the Redundancy Matters podcast. Connect with Niki on LinkedIn or visit Noo Coaching to learn more about her work supporting HR professionals at career crossroads.
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