Home

 

Absence

Contract of Employment

Data Protection

Discipline and Grievance

Discrimination

Dismissal

Staff  Handbook

Employment

Foreign Workers

Health and Safety

Holidays and Hours

Index

Pay and Benefits

Performance Assessment

Recruitment

Redundancy

Terms of use

Interview

Free Advice

Redundancy Index

Introduction

Alternative employment

Communication

Compromise agreements

Consultation

Interview

Maternity

Outplacement

Payments

Selection

Management Briefing example

External Links

ACAS booklet redundancy handling

DTI guidance page

DTI redundancy notification

DTI redundancy payments page

DTI Redundancy Notification Form

Conducting  a redundancy interview?

The following guidelines have been found helpful by Managers  when required to inform staff their job may be redundant. 

Preparation

• Allow adequate time for each interview/group meeting and to make notes after the meeting.

• Avoid queues by arranging an interview programme.

• Delegate responsibility for programme time management to a secretary.  In the event of over-running they should ensure queues are avoided.

• Pace yourself.   

Location

• Ensure that a private room is available, either an office of a separate meeting room , where the individual will not feel 'on display'.

• There should be no interruptions during the course of the meeting.

• Try to avoid physical barriers e.g. a desk between you and the individual. 

Prioritisation

• Ensure the staff most directly effected are briefed first.

• Arrange to brief staff who are not directly effected later the same day or as soon as is possible. 

Information to be delivered

• Be clear on the task ahead, check that all information you require is available and accurate.

•  Information given to individuals should be consistent e.g. severance terms, periods of notice, outplacement assistance etc.

• Clearly establish the reasons why the decision has been taken e.g. closure of the office, relocation of a job, skill profile changed. 

Delivery Style

• Ensure that you communication style is appropriate to the individual member of staff.

• Keep to the point and be concise.

• Do not make promises or offer hope when you are not in a position to deliver.

• Be open an honest.

• Be aware of your non-verbal communication - maintain eye contact, ensure your body language is open and non-threatening. 

The Interview

• Ensure the message you give is clear unambiguous and accurate.

• Give clear reasons for the decision.

• Do not comment upon the individuals attitude e.g. past performance, unwillingness to locate.

• Arrange a follow up interview in a few days.

•  Be clear about the outplacement support the individual will receive.

• Be clear about what happens next e.g. the date for changes, when support will be available, when severance payments will be made.

• Keep a written note of the meeting, what you said, the response and any questions asked. 

What to Expect

• Depending upon the expectations of the individual a mixed range of emotions are likely immediately upon receiving the news.  Although many people may have been expecting it, when actually faced with reality most feel stunned.

• Anger may be directed at you as an individual, or at the company general.  Frustration and disappointment may manifest in the form of crying.  This may cause embarrassment and the individual may leave the room.  You will need to decide whether to talk to the individual again after a period of time or suggest they go home.  You can then see them the next day.

• A period of denial often follows - a time when the news does not sink in and the full implications are not acknowledged.