Why Redundancy Management Matters: A Personal and Professional Perspective

My Story: From HR Professional to Survivor

My path to becoming an outplacement specialist wasn’t planned. It evolved from personal experiences that shaped my understanding of redundancy from every angle.

First Redundancy: A Career Derailed

My first taste of redundancy came in my early thirties. I had progressed from graduate trainee to senior HR manager in six years, recently returning from maternity leave on part-time hours, quite rare back then.

Everything changed overnight when I discovered through the news that my company had gone into administration. Along with thousands of others, I lost my job immediately with no redundancy money and no support.

I carried shame for a long time. Though I knew it wasn’t my fault, redundancies were uncommon. Watching friends progress while I felt like an outsider was isolating. I spent time in denial, thinking maybe I’d just be a full-time mum but that wasn’t financially practical.

When I finally found another part-time role, I was delighted. Then, within days of the offer, I was diagnosed with a life-threatening illness. My line manager showed enormous compassion, keeping the job open during my three-month recovery, a kindness I’ll never forget.

Second Redundancy: When Experience Doesn’t Help

Eight years later, I was made redundant again while on maternity leave. Despite having managed redundancy consultations myself, I thought I’d handle it better. I knew the process and felt prepared.

The reality was different. When I heard “your role is at risk of redundancy,” I went into shock and didn’t hear much after that. All I wanted was to escape the room. This taught me that no matter how much we understand the business process, the emotional impact remains profound.

The Human Cost of Poor Process

I’ve witnessed the full spectrum of redundancy management approaches. Some line managers make individuals feel like the most important person in their world during difficult conversations, acting with genuine compassion.

Others simply read scripts, avoiding eye contact, desperate to escape quickly. Some abdicate responsibility entirely, treating it as “an HR thing” and distancing themselves from the human reality.

The difference has lasting consequences – not just for those leaving but for everyone watching how colleagues are treated.

The Ripple Effect on Teams

Well-handled redundancy creates trust throughout an organisation. When employees see colleagues treated with dignity and offered support, they know they’d be looked after too. This strengthens loyalty during difficult times.

Poorly managed processes devastate morale, destroy trust and impact productivity long after redundancies are complete.

The Challenge for HR Professionals

Managing redundancies places us in incredibly challenging positions. Leadership teams seek our advice while we simultaneously support departing colleagues. We balance competing demands while managing our own emotional responses—a dual responsibility that requires both professional skill and emotional resilience.

Why Outplacement Support Transforms Lives

For five years, I’ve provided outplacement support and witnessed the transformation it can make. Some clients know exactly what they want next and we help accelerate their journey. Others arrive feeling stuck, overwhelmed and unable to see any path forward.

Having experienced both positions myself, I understand the full spectrum of emotions. This personal insight, combined with professional expertise, allows us to work with individuals at their pace, helping them discover new possibilities when ready.

The Broader Impact

Redundancy affects entire networks. It impacts partners arranging childcare before interviews, friends sending good luck messages, children keeping quiet on important mornings and parents waiting anxiously for updates.

These moments remind us redundancy isn’t just about individuals – it’s about everyone who provides support during uncertain times.

Creating Compassionate Process

Maya Angelou’s words resonate deeply: “People will forget what you said, people will forget what you did but people will never forget how you made them feel.”

This truth is particularly relevant for redundancy management. How we handle conversations, the support we offer and the dignity we maintain creates lasting impressions extending far beyond those directly affected.

Moving Forward with Purpose

While redundancy can open doors to new careers or opportunities, when people are experiencing it, it’s primarily a difficult, emotional time – and rarely the only challenge they’re facing.

As HR professionals, we cannot control business necessity but we absolutely control how we support people through it. By putting compassion at the centre and providing proper support, we can transform what feels like an ending into the beginning of something better.

The goal isn’t just managing a process. It’s helping people navigate life-changing events with dignity intact and future possibilities expanded. That’s why redundancy matters and why how we handle it matters even more.