Different organisations adopt different approaches to communicating redundancy programmes. You could be placed at risk via email, at a group briefing or during a 1:1 meeting. Whichever approach your organisation takes, it is important to gather as much information as possible.

This page will help you to think about the questions you can ask, the information you may wish to request and the support available to you.

Business case

Organisations embark on redundancy programmes for a number of reasons and this would usually be communicated in a business case for redundancy. The business case should have been considered by the senior team and the organisation’s board (or a board sub-committee).

If formal consultation with your trade union or employee forum is required due to the number of potential redundancies, sharing the business case is mandatory. It is also good practice to share the business case with the recognised trade union or forum in the event of there being no obligation.

Note: this document may not always be called a business case but it contains the rationale for the decision to make a role or multiple roles redundant. It may be viewed as commercially sensitive or it may be covered by GDPR if it contains information about other teams. In this instance you may only be able to see the section relating to your job, team or function.

Redundancy consultation

The length of consultation depends on the number of jobs that are at risk. From 0 to 19 there is no formal consultation period, from 20 to 99 the consultation lasts for 30 days, and for 100+ jobs the consultation period is 45 days. At the end of the consultation period the outcome will be communicated and formal notices of redundancy would be issued.

Communication

As part of the consultation process you should receive clear information and updates. If something is unclear, always ask for clarification or more information. Noting dates, times and the content of communications and responses can help you track the process and next steps.

Options

The aim of a redundancy consultation is to ensure that there is an exchange of views and information regarding why redundancies are proposed and how they can be avoided.

Outlining alternatives and presenting them as part of the consultation process is essential – for example, you could propose reducing your hours, re-focusing your job or creating a job share. Other ways of reducing costs could include taking an unpaid career break, a sabbatical or parental leave that will reduce payroll spend until the museum recovers.

Redundancy policy

Your organisation should have a policy that outlines the process of redundancy, any agreed terms, notice periods or associated support.

For example, it should include the process adopted if there is a proposed reduction in post numbers as opposed to the removal of an entire job – for example, a scenario in which five members of staff have to apply for three jobs.

It should also include details of the commitment to and process of finding you suitable alternative employment within the organisation where possible. This could be a horizontal move at the same grade, but could also be a role at a lower grade. The redundancy policy should include any commitments to ring-fencing salaries at the higher level as a result of moving to a lower-graded role.

Trade unions

You may be a member of a trade union – if so, try to access as much support as possible, ask them about their role in the consultation process and identify any other benefits, for example access to legal advice.

Even without individual membership, asking about how trade unions are involved can help you to understand the process. Many resources are available, often outside a paywall, to help you understand redundancy.

Union websites

Other support

In addition to trade union support, there are other organisations that can provide relevant information about the redundancy process.

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

Wellbeing support

Being placed at risk of redundancy is a very personal experience and everyone reacts and responds differently. Your organisation has a duty of care for your wellbeing throughout the process, so let them know if it has an adverse impact on you.

Depending on the size of your museum, you may have an occupational health service or an employee assistance programme providing access to healthcare professionals and counselling. This should be available during your notice period, and some may extend access beyond this for a fixed time as a part of your redundancy programme.

Useful links