{"id":9421,"date":"2024-10-17T10:58:00","date_gmt":"2024-10-17T10:58:00","guid":{"rendered":"https:\/\/www.brightmine.com\/uk\/?post_type=resources&p=9421"},"modified":"2026-07-13T12:22:50","modified_gmt":"2026-07-13T12:22:50","slug":"moving-forward-after-redundancy-stories-from-hr","status":"publish","type":"resources","link":"https:\/\/www.brightmine.com\/uk\/resources\/hr-compliance\/redundancy\/moving-forward-after-redundancy-stories-from-hr\/","title":{"rendered":"Moving forward after redundancy: Stories from HR"},"content":{"rendered":"\n
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Written by: <\/p>\n\n\n

Hannah Mason<\/a><\/div><\/div>\n\n\n\n
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Share<\/p>\n\n\n

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Through the words of HR, we explore how organisations are moving forward following the end of their redundancy processes and understand what they feel could be done differently to improve things for the future.<\/p>\n\n\n\n

HR plays an essential role in redundancy processes, navigating the delicate balance of managing the emotional impact on employees, while planning for the future of their organisation. The recent Brightmine (formerly XpertHR) redundancy survey researched the practices and policies related to redundancy, as well as analysing the impact that recent redundancy processes have had on UK organisations. In this article, we explore lessons learned from redundancies made in the last year, through quotes from HR professionals.<\/p>\n\n\n\n

Reducing the time taken to complete the process<\/h2>\n\n\n\n

The redundancy process can be unsettling and stressful for employees, and one clear message from the respondents was about how long the process takes to conclude.<\/p>\n\n\n\n

Shortening it came out as a key way to improve the process. Limiting the uncertainty that teams face would be to the benefit of all employees affected by the change.<\/p>\n\n\n\n

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“We aimed to deal with all redundancies within a shorter timeframe as possible so as to not “prolong the pain.”<\/p>\n\n\n\n

– HR professional<\/p>\n<\/div>\n\n\n\n

One respondent explained how the redundancy process was shaped by the needs of the affected employees. The below quote demonstrates how an organisation adapted its process to make the difficult period easier for staff.<\/p>\n\n\n\n

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“Initially we had planned a 2 week period for selection and informing employees of the decision.<\/p>\n\n\n\n

Unanimously, the staff wanted this to be reduced as much as possible. We devised and utilised a system and subsequently informed all employees within 3 days.”<\/p>\n\n\n\n

– HR professional<\/p>\n<\/div>\n\n\n\n

Communication and transparency<\/h2>\n\n\n\n

Understanding the reason behind the redundancies and making sure that accurate information is provided to employees across the organisation was another important step in managing the redundancy process.<\/p>\n\n\n\n

Clarity around the scope of the redundancy process was indicated as important. Communication should be with all employees, regardless of whether their role is affected by the redundancies being made.<\/p>\n\n\n\n

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“It would have helped to make an overall announcement for the whole organisation and not just the directorate that is affected \u2014 this would stop a lot of uncertainty.”<\/p>\n\n\n\n

– HR professional<\/p>\n<\/div>\n\n\n\n

Support for redundant employees<\/h2>\n\n\n\n

HR professionals shared things that worked well during the redundancy process for those employees leaving the organisation. In the graphic below, we share some of the key practices offered to help support those employees being made redundant.<\/p>\n\n\n\n

\"Infographic<\/figure>\n\n\n\n


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Focus on redundancy survivors<\/h2>\n\n\n\n

While many suggestions were made on how the redundancy process itself was carried out, some individuals touched on how a focus on working with employees who remained in post after the redundancy process was completed has helped their organisation move forward.<\/p>\n\n\n\n

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“We have taken proactive steps to rebuild trust and morale among the remaining employees.<\/p>\n\n\n\n

This involved team-building activities, recognition programmes, or involving employees in shaping the organisation’s future strategy.”<\/p>\n\n\n\n

– HR professional<\/p>\n<\/div>\n\n\n\n

One HR professional shared how their organisation helped to refocus the redundancy survivors once the process had been completed.<\/p>\n\n\n\n

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“We gave the whole company a week off to decompress before moving into the new world, and it felt like we could reset and start a new chapter.”<\/p>\n\n\n\n

– HR professional<\/p>\n<\/div>\n<\/div>\n\n\n\n

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Share<\/p>\n\n\n

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\"Hannah<\/div><\/div>\n\n\n\n
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Written by: <\/p>\n\n\n

Hannah Mason<\/a><\/div><\/div>\n<\/div>\n\n\n\n
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In this resource:<\/p>\n\n\n\n

Reducing the time taken to complete the process<\/a><\/p>\n\n\n\n

Communication and transparency<\/a><\/p>\n\n\n\n

Support for redundant employees<\/a><\/p>\n\n\n\n

Focus on redundancy survivors<\/a><\/p>\n<\/div>\n<\/div>\n\n\n\n

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Upcoming webinar<\/p>\n\n\n\n

Practical actions to manage wage compression<\/h3>\n\n\n\n

Discover practical, expert-led strategies to identify, address, and prevent wage compression, helping you maintain fair, competitive, and compliant pay structures across your organisation.<\/p>\n\n\n\n

Thursday, 02 July 2026 11am BST<\/p>\n\n\n\n

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