Redundancy can be traumatic but can be softened by a degree of care, empathy and a clear process.

Redundancy can be traumatic but can be softened by a degree of empathy and a clear process.

I’m aware of a recent set of circumstances where after a redundancy was declared, redeployment options were explored with relentless fervour. Inquires as to the potential destination post termination were assiduously pursued. Further inquiries regarding progress were made at regular intervals post the initial notification.

Once this process was underway a detailed letter was provided to guide the process of redeployment with clarity and certainty.

The steps to be taken were outlined in detail. It’s critically important to be prescriptive as Redundancy is a stressful experience and messaging and communication can be unclear without direct instructions.

 A case manager was assigned by the Chief People Officer to manage the details as this now became an administrative task.

A letter of recommendation was provided to ensure the path of redeployment was smoothly managed and so that the new owner was aware of the level of support being offered by the former employer.

Once this was in place a set of forms were provided to the impacted redundee.

These forms were submitted and the case manager rode shotgun to ensure smooth passage.

The new owner then contacted the redundee and arrangements were made for the transition.

Once done there were a few nervous moments but eventually the arrangements were in place.

The initial office assisting could not process the transfer and referred the case to the business centre who had authority to process the redeployment.

You’d read this and may conclude that this process was undertaken by an organisation that was people centric and showed care, empathy and delivered a decent process.

Alas not.

This process was provided to my phone and it’s transfer to a new carrier took on a life of its own.

In fact, my phone’s redundancy was handled with such care and attention that it was staggering.

Unfortunately, it’s owner not so much.

Focusing on minutiae and not on the human impact may provide a sense of worth to the decision maker, but can be belittling and soul destroying for the impacted individuals.

Saying you are a “people centric” organisation doesn’t make it so.

Saying the environment is “psychologically safe” doesn’t mean it is safe.

It’s a platitude which can be dreadfully destabilising and can be stressful.

Understanding consequences is not only important, but also critical to effect change in a consciously competent manner.

There can be tough decisions that every organisation must make for survival, renewal and growth.

But it’s not the “what” but “how” we engage that sets the tone for the future.

We’ve all read about survivor guilt.

It’s interesting that the word "survivor" tells such a tale in and of itself.

We can honour those who are leaving, smooth their path and allow a respectful ending

Then the transitions are able to begin for all. With clear and caring communications

The new team will feel that their colleagues have been fairly treated and respected. They will find some solace in that fact and recognise the importance of organisations being truly people centred.

Those impacted will feel that they have been given respect and have had a positive ending in a difficult situation.

Good endings and clear transitions lead to new beginnings and stronger mental health for those leaving and those who remain.

Demonstrating care is a higher order than respect. Leaders who truly care are a rarity. So please consider the person at the heart of your change and demonstrate you care..

Their phone will be a survivor and may need a new SIM card. The humans involved however may be impacted severely and it’s much more difficult to reprogram a human being.

If you truly believe in people and acknowledge the potential consequences of your decision, then put a heart in your process and show that you genuinely care.

As someone who has been a “Human Resourcerer” for 4 decades I have been involved in countless complex matters resulting in termination or redundancy. I was recently reminded by my beloved wife that I once told her that if anyone ever becomes immune to the process of dealing with tough decisions, they should give it up. It means they have become hard hearted.

Soft skills are not weak. Soft skills demonstrate care.

The human condition is as fragile as it has ever been. We have all experienced multiple traumas in the last 3 years. It's time to reset and understand the consequences of our decisions.

Empathy is a powerful human emotion and where a leader can embrace an empathetic approach this can lead to greater understanding, more effective outcomes and less collateral damage.

That is the essence of organisations truly being people centric, simply caring enough to be empathetic.

By the way thanks James from Telstra for showing my phone such care.

Martin Nally is an AHRI Fellow and has 40 years plus experience in the HR field across multiple Sectors. He has Lectured Strategic HR at Masters level @ Uni. of Melbourne, held Senior Executive Posts and has was Founder of his own highly successful HR Company (hranywhere). He returned to Hobart and was Executive Director Workplace Relations and Business Partnering @ UTAS for the last 3 years overseeing many complex matters an Enterprise Agreement variation and a lead the renegotiation of a new Staff Agreement for the University. He now consults to organisations with values aligned to his own.