Managing Redundancy

The principal reason for restructuring or reorganising a business is to make sure it is in the best position to achieve its objectives. In order to maintain market position and business effectiveness, organisations are continually having to change to meet their increasingly challenging markets and external environments.


This requires the business to match its human resources to its strategic and operational needs – optimum employee resourcing. Ideally this is a proactive and measured process where thinking ahead will forecast the type, and numbers, of people needed; however, sometimes it is in response to an unexpected event and major changes are needed rapidly. Employee resourcing covers Recruitment and SelectionSuccession PlanningTalent Management and sometimes redundancy.

Taking an organisation through such a redundancy-driven restructuring process does not have to be a negative or destructive experience. In fact, when planned and managed well, both internal and external stakeholders can recognise the reorganisation as positive and progressive, minimising disruption and ensuring a fresh and revitalised team of employees able to deliver the organisation’s strategy and objectives.

There are however, many pitfalls in managing a programme of redundancy. All too often, and sometimes publicly, damage has resulted for both individuals and the organisation from a poorly thought-through and implemented process.


In general, the hallmarks of a sensitively handled redundancy process are:

  • Clearly identified and quantified future resource requirements that will meet the changing demands and organisational strategy
  • Sustained Communication and Consultation with all stakeholders, explaining why the business is changing and how it will affect them
  • Recognition that involuntary redundancies are the only option (natural wastage, eliminating overtime, calling in outside work for example, having all been evaluated)
  • Overt management involvement in the whole process
  • That it has been positioned as a positive process, which will ultimately benefit all concerned
  • A transparent and objective procedure; using unambiguous redundancy selection criteria; applied fairly and consistently; meeting legal requirements; specifying timescales, outcomes and options available
  • Be managed with empathy, supporting individuals through what is a difficult time
  • Result in an optimum team of individuals, capable and motivated to deliver the organisation’s objectives and strategy

Why Choose Benson Payne?

Benson Payne will work with you throughout a redundancy programme that demonstrates these characteristics and which:

  • Identifies clearly the current position and future vision for any structural change
  • Provides professional and qualified advice based on experience, of the most appropriate methods of achieving this restructure
  • Produces a detailed ‘end to end’ plan for achieving the restructure and reorganisation
  • Supports you or manages this process, at any, or all stages including collective and individual consultations
  • Provides any necessary SelectionTraining and Development and / or counselling or Coaching requirements to ensure a robust and successful outcome
  • Advise, source or provide additional support necessary, such as outplacement services

To discuss any issues of MANAGING REDUNDANCY, in confidence, contact us