Workplace redundancies and restructures can be difficult, not just for impacted colleagues but for the whole team. The uncertainty can be unsettling, emotions can run high, and any changes to structures and roles will take time to get used to.

Some colleagues will feel angry and resentful at being made redundant. Others may feel sad, while some might appear quite calm about it all. Those who are not directly impacted may be anxious about how the restructure will impact their workload. They may feel guilty that they get to keep their job while others don’t. Or they may be disappointed about some of the decisions around who stays and who goes.

If your team is affected by structural change, you’ll need to understand how to lead through all this uncertainty and upheaval, leading with compassion while also minimising the impact on overall performance. This can be tough, especially if you are personally affected by the changes.

Get clear on the process

The good news is UK companies must follow a fair redundancy process so if jobs are being cut, your HR department (or an external consultant) will likely handle all the formal elements.

Liaise with your HR representative to ensure you fully understand the process and any role you may have in it. If a proportion of employees in a specific role are being made redundant, you may be required to help with the selection.

Get clear on what you can and can’t say to employees and who to direct them to if they have questions. Make sure you only provide accurate information and facts, not conjecture or opinion.

Deal with your own emotions privately

Seeing colleagues lose their jobs is an unpleasant experience for anyone and it’s ok to be upset or disappointed. If you yourself are also at risk of redundancy, you will have additional emotions and worries to deal with.

Try to process your emotions away from your team members and get the support you need so you can support them. Speak to a senior manager, HR representative, or someone external to work through your concerns.

Be prepared for repetitive conversations

Redundancies and restructures can be stressful for colleagues, and they won’t always absorb or retain important information. Rumours and gossip can also add to the confusion.

Be prepared to answer the same questions multiple times and repeat similar conversations as your colleagues work through the process. Stay calm, make use of any printed materials provided by HR, and be clear, concise and consistent with your wording.  

Be prepared for volatility

Colleagues may experience a whole range of emotions, and they won’t all experience them at the same time or in the same order. Some colleagues may seem quite calm at first, carrying on “as normal” or seemingly in denial about the whole thing. Others may get visibly emotional, expressing anger or sadness. Some might make jokes or even seem excited. These are all perfectly normal responses, and everybody will have their own way of processing the situation.

Your job is not to judge, but you need to be prepared for volatility. A colleague may be “fine” one day and then withdrawn or irritable the next. There may be tension between colleagues, especially between those who are being made redundant and those who are not. Minimise potential flare ups or conflicts by monitoring team dynamics and being proactive when you feel like someone is struggling. 

Offer support, not opinions

Colleagues might feel aggrieved or resentful. They may disagree with decisions around which jobs have been cut or which colleagues are being made redundant. If there’s a restructure, they might disagree with some of the roles being created and the decisions around who will take on these roles.

You might also have opinions on these things, but you need to remain impartial. Listen to your colleagues, but be careful not to dismiss their opinions, invalidate their feelings, or say anything that could be taken out of context. Avoid giving false assurances or making promises you cannot follow through with.  

Manage changes in workload carefully and with compassion

Once it has been decided which colleagues are being made redundant, you may have to make some changes to workload distribution. These need to be done carefully.

You don’t want colleagues to feel as though they are being pushed out before they have finished working their notice. Equally they might not feel comfortable taking on new tasks when they are losing their job. They may also need time off for interviews, so you’ll need to ensure some flexibility.

Work with each individual to manage their workload appropriately and ensure any handovers are conducted effectively and with compassion.

Support colleagues who are staying in role  

Colleagues who are not being made redundant will still be impacted by the changes. They may have close relationships with some of the colleagues who are going. They may not agree with some of the decisions about who is staying. They may have “survivor’s guilt”, or they might be worried about the stability of the organisation and concerned there will be further job cuts.

You need to help them navigate this period of uncertainty and adapt to the new structure. Acknowledge that things feel unsettled and offer reassurance (without making any promises about the future of the organisation).  

Rebuild after restructure

Once the redundancy process or restructure is complete, your team will need time to adapt and rebuild.

Don’t assume colleagues will get back into a rhythm immediately. Some colleagues may still be upset at losing close teammates, some colleagues may start overworking to prove their worth after a restructure, and there may even be skill gaps in the team.

Continue to provide support, while re-establishing routines, communicating new priorities, and reminding everyone of the long-term vision.

Developing Leaders

As a manager or leader, there’s always something new to learn or a skill you can improve and develop. Organisations need to support managers and leaders in this development, but you also need to invest in yourself.

Getting formal leadership and management training will not only help you build your leadership skills, it will also help you grow in confidence, and increase your chances of career progression.  

Alternative Partnership delivers ILM-accredited Leadership and Management training programmes to support you and your teams in gaining formal, nationally recognised qualifications.

Find out more about our current ILM courses here or get in touch to discuss how our services could benefit you.