Redundancy

9. Keeping Up Morale

9.1 Demonstrate that you are handling all redundancies fairly and with sensitivity.

• Being seen to make generous provision to soften the blow (eg outplacement support) may defuse tensions.

9.2 Take action on internal morale among employees who remain (see Managing change).

9.3 Take action to counter negative publicity.

• Tell suppliers and customers at the same time as you tell the workforce. Explain the reasons and the long-term benefits.

9.4 People under notice of redundancy are hard to manage and may do poor work.

• Consider inviting non-essential people or those who may cause unrest to leave before their notice is up, with pay in lieu. Legal problems may arise if you let them go before the consultation period is over.
• People under notice should not be made responsible for key customers, essential machinery or confidential databases.