Redundancy and the emotional burden on HR

The process of making redundancies or restructuring a team can place a significant strain not only on the individuals impacted, but also upon those who remain with the organisation. However, the burden that is placed on the HR Professionals managing the process and safeguarding the wellbeing of those employees, is often overlooked. Recent research showed that 93% of HR professionals reported “feeling emotionally, physically, and mentally exhausted by their roles” – a startlingly high percentage.

As an outplacement specialist, supporting thousands of HR Professionals each year, this impact is something we witness first-hand on an everyday basis. In particular, the emotional toll which workforce change can have, particularly at more modestly sized organisations where the HR team is likely to be more closely acquainted with staff members individually and where the emotional stress of being the link between business needs and those directly impacted by job cuts, can be profound.

There are many ways organisations can look to safeguard the wellbeing of their people. With that in mind we’ve outlined some of our own reflections as to how you as an HR Professional can take care of employees whilst ensuring you have the support you need at the same time.

Communicating the challenging news

The responsibility for delivering the unfortunate news that redundancy is on the cards, is commonly left to the HR team, sometimes (but not always) in conjunction with line management or senior leadership. This is inevitably an exceptionally difficult conversation, particularly if you know the individual well and you’re aware of their personal, family or financial situation. In order to provide the most empathetic and impactful support, ensure that you’re able to provide clear, impartial and consistent details as to the nature of the situation; why they have been selected, what support – such as outplacement - they will receive and what the next steps in the process will look like. Try and be prepared as best you can for a variety of emotions which are likely, some of which may only become apparent once the news is properly processed. As difficult as it can be, remaining clear headed, kind and compassionate is crucial whilst also balancing empathy with the need to present the rationale for the business at the same time.  

Dealing with the emotional aftermath

Each employee will react to the news of redundancy in different ways; anger, confusion, distress and sadness, are all common responses. Likewise, the individuals who are not selected for redundancy will experience a range of similar emotions as well, including ‘survivor guilt’ and uncertainty about their future role in the business. Research indicates that 33% of employees who stay with the organisation post redundancy, report feelings of guilt about keeping their jobs whilst others are let go. This guilt can manifest as decreased productivity, anxiety, and even resentment towards the organisation. If not managed correctly, these emotions can become unsettling and may result in some ‘Survivors’ choosing to leave of their own accord. One method of pre-empting this eventuality is to ensure that everyone is offered the chance to access emotional and professional support at the point where the news is delivered. This should be given verbally as well as in writing so that it can be referred to at a later point.

Providing outplacement support as part of the redundancy process can also make the news more manageable for employees and significantly reduce the emotional fallout that is to some extent inevitable. A specialist provider will also help to manage the communication of the changes and alleviate some of the burden on HR to do all the heavy lifting. By extending emotional support to remaining staff and being on hand to answer questions about how roles and workloads will change, the morale of those left behind is also likely to remain much higher. This will help to build trust that the organisation is a responsible employer and can significantly decrease absenteeism following the news.

Looking after yourself

Whilst ensuring that the company’s objectives are delivered and that all impacted employees have a robust support structure in place, it is also imperative of course that as an HR Professional, you have the scope and support to look after your own wellbeing. With many now working in a hybrid capacity, this can be a particularly isolating and an emotionally difficult experience. A recent survey found that 64% of HR Professionals experienced heightened stress levels as a result of the adaptations brought upon by hybrid working, making complex projects such as those relating to workforce change, that much more difficult to handle.

Now more than ever, mental and physical health should be front of mind; managing sleep, diet and exercise will help you to maintain balance and deal with an increase in workload and potential stress levels. By working closely together as an internal team and communicating clearly, you may find that you are better equipped to share workloads and ask for help when it’s needed. Whilst the wellbeing and support of employees should be the organisation’s focus, it’s only right that the same duty of care should extend to the HR team as well.

Renovo is one of the UK’s leading providers of outplacement and career transition support. We work with both organisations and individuals to support all their career transition requirements. We have developed a free and comprehensive guide entitled the '10 Step Guide to Managing the Message of Redundancy', which may be helpful and provides useful advice for HR Professionals on how to successfully manage communicating redundancy. Click here to download your free copy.