It is vital for any company engaging in planned redundancies to have a structured communications plan for all levels of management and staff. This is an extremely sensitive period for all involved and a good communications plan can facilitate a smooth transition and a pre-arranged flow of information.

The typical view of redundancies tend to focus mainly around the employee/s that are departing, however the impact that it has on all the remaining employees cannot be underestimated.

For remaining employees there will be a period of instability while everything settles down. It will be natural for them to be concerned about what will happen to their job or what will happen to the jobs their colleagues did or the extra workload they could have as a result. Management need to be aware of these potential issues and the unsettling effects redundancies can have so they need to keep communications open from an early stage.

They should not allow the grapevine to go unchecked with rumours and should have regular briefings to ensure that the remaining staff will support the new look organisation. Directors should be regularly seen on the floor and in offices talking to everyone

Organisations that come through a Redundancy plan successfully are those where Directors understand the legal and selection processes, regularly explain the details of the redundancy process and can describe the need for the new organisation structure in layman’s terms.  This can generate an element of goodwill and re-engagement where people are more likely to buy in to what is going to happen, even if they are personally planning to leave the company.

A strong communications plan is an integral part of a supportive, effective outplacement programme to ensure the transitional period is completed with a minimum of negative repercussions both internally and externally.

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There are a number of skills managers need to have for the trauma of telling employees they could be out of a job. Career Consultants can provide practical advice for managers on how to approach redundancy interviews and handle employee reactions. This will ensure that, even in the most difficult circumstances, the manager is as prepared as possible and will have their own planned script and structure in advance of the interview.

Managers are advised to expect negative reactions and are encouraged to provide the business reasons for the redundancy and remove themselves from personal responsibility. Losing a job is traumatic and common reactions include denial, shock, anger or depression so while managers are expected to listen with empathy they need to move the employee on to the next phase

It is important for Managers to be aware of when to inform their employees so they need to be sensitive to birthdays, anniversaries or other significant dates. The time of day is also important as employees should be informed at a time when they can process the information properly and minimise the impact.

There is no “easy” way to break the news, however when managers have been properly trained it can significantly reduce the impact. Breaking the News training, as part of an outplacement program can provide departing employees with the feeling that they have been treated fairly and with respect which will help them prepare to move to the next step in their career.

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