Advice for managers preparing for redundancy meetings

Different organisations adopt different approaches to informing staff that they are at risk – this could be by email, at a group briefing or in a 1:1 meeting. Leading a redundancy meeting is difficult, but it’s important as a leader, manager or supervisor that you invest time in getting it right.

This information has been written for you, but you should remember the most important person to consider is the individual with whom you are having the redundancy meeting. It won’t be easy, but the following pointers may help everyone involved:

1. Structure – knowing what you plan to say (and in what order) can help you feel more confident and helps individuals follow the meeting’s content more easily. The WASP structure can be useful:

  • Welcome – thank them for coming and meeting with you.
  • Ask – do they understand why they have been invited to the meeting? Have they received all the relevant information? Are they able to proceed?
  • Supply – outline the structure of the meeting and the key information to share: business case, redundancy policy, consultation, timeline, available support, etc.
  • Part – thank them for coming, ask if they have any questions, and perhaps ask them to outline their own next steps. Summarise the content you have already shared in the ‘Supply’ part of the conversation and hand over any printed information (for example frequently asked questions or business case documents).

2. Script – having a clear script can help you find your words during a difficult time and ensures you cover all the relevant information. A script also gives you a framework to return to if you or the individual become distracted or explore different thoughts and reflections.

3. Pace – the information you share might be complex and detailed. The individual is likely to feel emotional and this may affect their ability to follow in detail. You can support this by slowing down your pace.

4. Silence and pausing – both are important not only when you ask questions (enabling the individual to formulate without interruption), but also if the individual becomes emotional. Being emotional communicates the situation’s significance and you should respect their right to be upset, holding space for them in your role as a leader, manager or supervisor.

5. Time – you should build in enough meeting time for genuine exchange and support, and also allow for plenty of space between meetings should meetings overrun or you need time out between them.

6. Respect – respect is critical, however the individual responds. They may be angry, frustrated or sad – these are their feelings, and you should ensure that you do not diminish them by trying to offer silver linings or solutions. Platitudes are less helpful than empathy, space and signposting.

7. Ask – in line with the structure and approach of your organisation, ask the individual for any relevant information or whether they have any questions which haven’t been covered.

8. Handouts – everything you discuss face-to-face should be followed up with a handout or in writing/via email. This is helpful for the individual’s understanding and information retention and they may wish for something to refer to after the meeting. Sending digital copies is also useful should the individual wish to share materials with others – union representatives, Citizens Advice, etc.

9. Inclusion – this is always an important part of being a leader, manager or supervisor. Being mindful, supportive and responsive to differing needs is critical. You should consider presentation of information, processing times and other access requirements as part of your standard good practice.

10. Note-taking – if you are asked for any information you don’t have or any questions you’re unable to answer/that are not covered in FAQs, write the details down so you can follow up appropriately.

11. Follow up – if you have invited an individual to contact you, ask questions and remain engaged, you should honour that offer. If you have agreed to send over further information, send it as soon as possible.

12. Signposting – there are a range of organisations that provide information and insight into how to have redundancy conversations:

Employment law is a reserved matter so advice from Gov.uk applies to all four nations.

13. Support – redundancy conversations are not easy and they may impact your own wellbeing. Seek out support from your line manager or peers within your organisation if you need to.