This short blog from the People & Safety Services team can help you consider your organisation’s approach to redundancy.
Redundancies used to be sudden and harsh, with little care for the staff’ well-being. But times have changed and organisations are more aware of the importance of staff satisfaction and retention. Organisations in the UK are adopting more empathetic and humane practices that respect their members, consider their mental health and support their future employment prospects.
Some of the key aspects of redundancy management are changing.
How can we improve the redundancy process?
Clear communication – Organisations value transparent and honest communication with their member of staffs. This helps reduce doubt and worry by informing them about the reasons, selection criteria and timeline of the redundancies.
Outplacement service – Forward-thinking organisations offer outplacement service to help laid-off staff find new career opportunities. Some examples of these service are resume writing, career counselling, job search assistance, etc.
Upskilling and training – Some organisations give redundant staff access to programs which help them upskill and train for new roles. Thus, showing a commitment to their personal and professional development.
Mental health support – Organisations provide mental health resources and counselling service to affected members of staff to cope with the emotional impact of redundancy. This assistance is vital for them to cope with the stress and anxiety which often results from job loss.
Flexible departure timeline – Some organisations allow staff to stay employed during the transition period, rather than terminating them right away. This can ease the emotional load and make the transition smoother.
The UK employment law has also changed to reflect these empathetic practices. Legal requirements for organisations include consulting with the staff and their representatives, considering alternatives to layoffs, and giving notice. Failing to comply with these rules can result in legal consequences.
Besides the strong business rationale for managing redundancy with more empathy, organisations that care for their staffs’ well-being during transitions often experience positive outcomes such as increased morale among the remaining staff, improved organisation reputation, and a lower chance of legal conflicts.
A cultural shift?
A more empathetic way of handling redundancy processes and practices is a sign of a wider cultural change in the UK workplace that not only benefits the individuals but also fosters a more productive work environment.
As the situation changes, UK businesses are seeing that they can handle redundancy in a way that is respectful and supportive of their staffs’ dignity and well-being. This is a change towards a more caring and lasting approach that considers not only the financial security but also the emotional health and future prospects of the member of staff.
Our People and Safety Team can offer advice for your organisation including your HR, Wellbeing, Health and Safety and Recruitment. Please get in touch with us at peopleservices@gcvs.org.uk to speak to a member of the team.
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