A redundancy affects more people than those whose roles end. Colleagues who remain may be concerned about their own jobs, miss trusted teammates or be uncertain about how the work will now be shared.
Supporting departing employees matters. So does giving the remaining team clear information, practical support and time to adjust. Finishing the redundancy process is not the same as helping a team settle into what comes next.
Make room for different responses
Not everyone will respond in the same way. One person may want to ask questions immediately; another may need time before they are ready to talk. Avoid assuming that someone is comfortable simply because they have not raised a concern.
A private conversation can begin simply: “How are you finding things, and what would be useful to talk through?” Listen without expecting the employee to reassure you that everything is fine. Be clear about which questions you can answer and which need to go to someone else.
Be clear about what happens next
Safe Work Australia identifies poorly planned, communicated or supported organisational change as a potential psychosocial hazard. Its guidance emphasises consulting workers, providing clear information and practical support, and reviewing whether changes are working. Read the guidance.
For a manager, a useful starting point is to separate three things: what has been decided, what is still being worked through, and when the next update will be given. Avoid filling gaps with promises you cannot keep. You can explain the team’s next steps without sharing confidential information about a colleague.
Talk about the work not just the organisation chart
A smaller team does not automatically have a smaller workload. Ask practical questions together:
- Which work is still essential?
- What can stop, wait or be handled differently?
- Who is responsible for each priority?
- Where will someone need help or training?
- What should an employee do if the new workload is not manageable?
These conversations turn a broad announcement into something people can understand in their day-to-day work. They also give managers a chance to hear about problems that may not be obvious from a plan on paper.
Give managers somewhere to turn
Managers may be navigating their own uncertainty while supporting others. Make sure they know who can help with questions about roles, workload, people policies and support options. A manager does not need to have every answer, but should know how to seek one and follow it up.
Keep departing employees and the remaining team in view
Outplacement services give departing employees career transition support. They do not replace the organisation’s responsibility to plan, communicate and support changes for the remaining team.
If you are arranging support for people whose roles are ending, talk with Let’s Talk Career about your outplacement needs. We can discuss career transition support separately from the work your organisation is doing with the team that remains.
Keep listening after the announcement
Set a time to revisit how the new arrangements are working. Ask what has become clearer, what is still difficult and what needs to change. The aim is not to persuade everyone to feel positive straight away. It is to keep useful conversations open and respond to the practical issues people raise.
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