Understanding the Emotional Rollercoaster: Redundancy and Mental Health

A job provides us with so much more than income. There’s the sense of purpose, the structure of work, a reason to get up in the morning. There’s routine, relationships that are important to us and for some people, work is an escape, a place of sanctuary.

This is why the connection between redundancy and mental health is so significant.

When that job is taken away, there’s an emotional rollercoaster. And it doesn’t follow a neat, logical order. You may be familiar with the Kübler-Ross change curve, which looks nice and smooth on paper but rarely does change follow a smooth line and rarely do emotions either.

The Shock That Changes Everything

Even when redundancies might have been expected, the reality of hearing “your job is at risk of redundancy” creates disbelief. I definitely experienced this. As soon as I heard those words, I really didn’t hear anything else after that. That’s a really common reaction in consultation meetings.

It’s something for HR professionals and line managers to be prepared for – that glazed look when somebody really isn’t taking anything in. There’s an opportunity there just to pause the meeting, maybe adjourn it, ask them what they need.

Fear, Anxiety and Personal Circumstances

When I was made redundant for the second time, we’d sold our house, were in rented accommodation waiting to move into a new house and had committed to a really big mortgage. My income was significant in terms of our ability to pay those bills. I had three young children, knew I couldn’t work full-time and was thinking, “How am I ever going to find another part-time job like this one that is relatively senior?”

All of that was a big concern for me and probably one of the reasons why I just went into shock. For lots of people there’s anxiety around personal circumstances – family commitments, caring responsibilities, childcare, health challenges. Then there are those questions about financial security. All of this is going through someone’s mind when they hear the news.

When Anger and Shame Take Hold

Anger and resentment often surface. That feeling of powerlessness, being unfairly treated. This can show up in consultation meetings and it’s about being prepared to let individuals express their feelings.

Shame is a big emotion that redundancy can trigger, a deep sense of failure. “Is it something that I’ve done?” I remember thinking, “Well maybe if I didn’t work part-time, maybe that’s the reason. Maybe if I’d been full-time, I could have avoided this.”

All of these things go through people’s minds and a lot of the time, none of it’s actually true. It’s the things we make up in that situation. Redundancy isn’t anyone’s fault, it’s a set of circumstances and that’s what makes it hard for line managers to deliver the news and for individuals to receive it.

The Grief That Catches You Off Guard

When I’m working with outplacement clients some will say to me, “Does this sound silly? This might sound strange to say that I feel like I’m grieving.” But losing a job can feel like losing a part of yourself because there’s so much attached to your job. It doesn’t sound silly at all.

In my first redundancy, it was really hard because I’d been at the organisation for about eight years and had grown up there. It was my first job out of university and these people had become my work family. I’d gone through different life events with them – got married, had a baby, people came to my wedding. I had dreams for my career, had returned from maternity leave and was in a senior role with plans for the future. Literally all of that just went overnight in a flash.

Vulnerability and Comparison

Vulnerability is another emotion that can come up during uncertainty. It takes courage to show our vulnerabilities and be transparent about a difficult time. It was easier for me and for other people if I said I was fine because it was hard for me to deal with the emotions.

Then there’s comparison – comparing ourselves to others who haven’t experienced redundancy, to colleagues who weren’t made redundant. You see those announcements on LinkedIn, hear about people getting roles and comparison becomes another difficult experience.

Why Understanding Redundancy and Mental Health Matters

Understanding these emotions is really part of preparing to help people navigate the redundancy process. Yes, there are procedural aspects but it’s all wrapped up in this emotionally charged event that needs an environment where line managers and HR teams create a space where people feel seen, heard and their emotions are validated.

The connection between redundancy and mental health is something we can’t ignore. I’ve worked with people who felt isolated, let down, excluded, made to feel worthless by the actions of their line manager during the process. This leads to a knock in their confidence and self-worth.

Of course, there will be people who may be relieved about being made redundant, who might feel excited about the future. You can’t really predict how someone’s going to feel.

The Lasting Impact

Redundancy that’s handled well leaves a lasting impression, as does redundancy that’s handled badly, which will probably linger for a lot longer.

But I’ve also seen people come through the process with incredible support, with kindness and compassion from their line manager and HR team. You can really see the difference that makes.

Practical Ways to Support the Mental Health of Those Facing Redundancy

Focus on listening without trying to fix things. Instead of jumping in with solutions, offer empathetic responses: “I can see this is really tough for you” or “I’m here to listen. What do you need?”

Give people space to process. Everyone experiences redundancy differently. Some will want to start talking straight away; others need time to absorb the news.

It’s not just about practical steps – it’s about emotional support too. Provide outplacement support, signpost to mental health resources, employee assistance programmes. Make sure line managers feel confident with managing difficult conversations. It’s the human connection you’re looking to make in those meetings.

Even if the news is difficult, people really appreciate that transparent, authentic, honest approach. Be super clear about the reasons for redundancy, the process and the support available.

This is always going to be a difficult process but when we take the time to understand the emotional impact, it can make it a more compassionate one. For HR professionals and line managers, it’s about acknowledging those emotions and providing much needed support for people at a vulnerable time.