Completing a redundancy process is rarely the end of the challenge for employers. While attention is rightly given to consultation, selection and communication, what happens after redundancies have been confirmed can have a lasting impact on your business. The way employers support remaining employees, manage changes to roles and responsibilities, and rebuild trust can determine how quickly the organisation stabilises and moves forward.
Dealing with the aftermath of redundancy requires sensitivity, planning and clear leadership. This blog explores survivor syndrome, supporting employees who remain, helping people adapt to new roles, and protecting workplace culture.
Understanding the emotional impact of redundancy
Redundancy affects more than those who leave. Employees who remain often experience a range of emotions, including guilt, anxiety and uncertainty about their own future. This reaction is commonly referred to as “survivor syndrome”.
The CIPD describes survivor syndrome as a response where remaining employees feel demotivated, disengaged or fearful following redundancies. Often there is also a feeling of guilt that they still have a job whilst friends and former colleagues have been made redundant. Productivity can dip, trust can erode, and employees may begin to question leadership decisions if these feelings are not acknowledged.
From an employer perspective, recognising this emotional impact is an important first step, give employees time and space to talk about it if they want to. Ignoring it or assuming that people will simply “get on with it” can prolong disruption and increase the risk of further turnover.
Supporting employees who stay
Supporting employees after redundancy is about reassurance, communication and consistency. Remaining staff need clarity about where the business is heading and what is expected of them.
Open communication is critical. ACAS advises employers to keep staff informed during times of change and to explain how decisions affect those who remain. Honest updates, even when there is uncertainty, help rebuild confidence and reduce speculation.
Support may include:
- Regular team briefings to share updates and answer questions
- One-to-one conversations to check in on wellbeing
- Signposting to mental health or wellbeing support
From a legal perspective, employers continue to have a duty of care to employees’ health and wellbeing. While this is not specific to redundancy, being mindful of stress and workload following organisational change helps demonstrate responsible management and a human touch.
Helping employees adjust to new or expanded roles
After redundancies, it is common for remaining employees to take on new duties or expanded responsibilities. If this transition is not managed properly, it can lead to confusion, resentment or burnout.
Employers should take time to clarify new roles and responsibilities. Job descriptions may need updating, and expectations should be clearly communicated. Any significant changes to duties should be discussed with employees and handled fairly and consistently.
Training and support play a key role here. Employees may be willing to adapt and take on new duties but lack confidence in unfamiliar tasks. Brief examples might include a team member stepping into a broader role without adequate handover or a manager inheriting responsibilities without additional guidance. In both cases, early support can prevent frustration from building.
It is also important to monitor workloads. While some short term pressure may be unavoidable during a settling in period, sustained overload can damage morale and wellbeing by leading to burn out.
Rebuilding trust and confidence
Redundancy can strain trust, particularly if employees feel decisions were poorly explained or rushed. Rebuilding trust takes time and consistent behaviour from leadership.
Transparency about the future direction of the business can help. Employees are more likely to re-engage when they understand how the organisation plans to stabilise or grow following redundancy. Visible leadership and clear communication are key factors in post-redundancy recovery.
Managers should be encouraged to listen as well as talk. Allowing employees to raise concerns or suggestions gives them a sense of involvement and control during a period of uncertainty.
Protecting and rebuilding workplace culture
Workplace culture can shift quickly after a redundancy process. Values such as collaboration and openness may be tested if teams feel depleted or insecure.
Employers should consciously reinforce positive behaviours and shared values. This might involve revisiting team goals, acknowledging achievements or creating opportunities for teams to reconnect. Culture does not rebuild on its own; it needs active attention.
How change is managed can have a lasting effect on employee relations and morale. Small actions, such as recognising effort and showing appreciation, can help restore a sense of purpose. Ultimately, employers should treat their employees how they would want to be treated themselves.
Managing legal and practical considerations after redundancy
While the main legal risks often sit within the redundancy process itself, there are still considerations once redundancies are complete. Employers should ensure that any changes to contracts, working hours or duties are handled fairly and, where necessary, agreed with employees. It is good practice to confirm any changes in writing and where appropriate issue updated or new job descriptions.
Taking a long term view
Dealing with the aftermath of redundancy is not a one off task. It is an ongoing process that requires reflection and adjustment. Employers who take time to review what worked, what didn’t, and to understand how employees are coping are better placed to rebuild stability.
Checking absence levels, having meaningful conversations with employees, reviewing engagement feedback and monitoring turnover trends can provide useful insight into how well the organisation is recovering. These indicators often reflect how supported employees feel after a period of change.
Moving forward after redundancy
Redundancy is never easy, but how employers respond afterwards can make a significant difference which will enable them to move beyond redundancy with greater resilience. A supportive and structured approach helps ensure that those who remain feel valued, informed and ready to move forward together.
Do you have any questions about today’s blog, need help in becoming legally compliant with contracts/policies or can we support you in taking away any people pains to give you peace of mind?
If you answered yes to any of the above, just give us a call at CUBE HR on 01282 678321, or book in a FREE 30 Minute HR Health Check here FREE HR Health Check and we’ll happily give your business a full HR overview with our personal recommendations absolutely FREE!
Why not also check out last weeks blog What is a Redundancy Scoring Matrix and when do I need to use one?
We also have a YouTube channel with loads of handy videos outlining various HR related scenarios.
