Why Your Redundancy Communication Plan Matters More Than Ever
“You never really know what’s going on in somebody’s life until you break the news to them that they’re potentially at risk of redundancy,” Lorna explains. In today’s climate, with the cost-of-living crisis affecting everyone, delivering redundancy news requires even more sensitivity and careful planning.
Lorna recalls a particularly challenging period: “Some of the programmes I’ve been involved in were as a result of Brexit or the COVID-19 pandemic. People had already been through a hard time professionally and personally, to then potentially end up losing their job.”
The Foundation of Effective Redundancy Best Practice: Planning Every Detail
The most successful HR redundancy process starts with meticulous planning. “For me, it’s all about the planning,” Lorna emphasises. “The main theme I’ve always had running throughout is communication – what are the key communication points from start to finish and beyond?”
The Devil is in the Detail
Your redundancy communication plan should cover:
- Who delivers the message: Is it the line manager, senior director or chief executive?
- Meeting logistics: Avoid “goldfish bowl” meeting rooms where private conversations become public viewing
- Timing considerations: Check who’s on holiday, sickness absence or parental leave
- Availability: Ensure key leaders clear their diaries completely on announcement days
“I’ve had cases where you get to the very end of planning, ready to make an announcement and perhaps one of the key managing directors is off on holiday,” Lorna notes. “Really think about shifting the timing if you can.”
Preparing Line Managers: The Human Element of Redundancy Communication
Even the most senior managers need support when delivering difficult news. “We shouldn’t assume they know what to do or how to do it,” Lorna advises. “They might be great at their job but not so good at delivering bad news.”
Lorna’s approach includes comprehensive coaching sessions covering both the legal requirements and the human aspects – handling tears, anger and unexpected reactions. But she’s clear about one crucial point: “Please don’t sound like a robot. Throw in pauses, listening, checking in with the person.”
The Script That Works
Every manager receives a script but Lorna’s advice is clear: “Clear your diary, especially on announcement day. Don’t rush off to another meeting. Just be human – it’s okay if somebody wants to have a rant at you between meetings. That’s what your job is in that moment.”
Beyond Those at Risk: Communicating with the Wider Team
A comprehensive redundancy communication strategy must include those who aren’t directly affected. “I’ve heard horror stories of where somebody’s heard something in the smoking shelter or while making coffee,” Lorna warns. “Chinese whispers can be quite dangerous in a business.”
The solution? Take control of the message early: “You can say there are some organisational changes, we’re currently in conversation with some people who could potentially be impacted and we’ll keep you updated.”
Managing the Aftermath: Supporting Survivors
“Remember that these people have lost colleagues,” Lorna explains when discussing post-redundancy communication. “The most common outcome I see is people thinking, ‘It’s me next’ – the creeping death of redundancy.”
Her advice for preventing further departures? “Be very open, listen to concerns, use employee surveys if you have them and understand what’s on people’s minds. Don’t bury your head in the sand.”
Looking After Yourself in the Process
Perhaps most importantly, Lorna reminds HR professionals: “Look after yourselves. The HR team can be seen as the ones to blame and emotions get thrown at you. Plan time for yourself and make sure you’re looking after your own wellbeing.”
The Human Heart of Redundancy Best Practice
Having experienced redundancy herself, Lorna now tells employees something she truly believes: “Something better is going to be on the other side.” Her thriving consultancy business is proof of that promise.
“I’m enjoying life, I feel definitely freer and have more flexibility compared to when I was in an in-house role,” she reflects. “For me, something better has come from a really difficult time.”
Lorna Moles runs Farrell HR, supporting businesses with HR change programmes and helping teams navigate redundancy processes with humanity and expertise.
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