According to figures from the Office for National Statistics redundancies rose throughout 2025 to a rate of 5.3 per 1000 employees in October as more and more businesses faced challenging times which forced them to scale back staffing or close all together. With that stark reality in mind employers must understand how to deal with redundancy situations and at the core of the process are consultation meetings.
Redundancy consultation meetings can feel daunting for employers and employees alike. Even when redundancies are unavoidable, how the process is handled can have a lasting impact on morale, trust and the organisation’s reputation. For employers, understanding what happens during a redundancy consultation meeting, and what should not happen, is essential.
Handled well, these meetings provide an opportunity for open discussion, clarity and fairness in what is often a sensitive process to go through. Handled poorly, they can lead to confusion, upset and even legal risk. This guide explains the purpose of redundancy consultation meetings, what to discuss, what to avoid, the questions employees may ask, and how employers can prepare.
The Purpose of Redundancy Consultation Meetings
Redundancy consultation meetings are about meaningful dialogue. Employment law requires employers to consult with employees when redundancies are proposed, not simply to inform them of a decision that has already been made.
ACAS describes consultation as a process where employers should, “talk with employees about the redundancy situation and listen to their views”. This applies whether consultation is individual or collective, depending on the number of roles at risk.
From an employer perspective, the purpose of these meetings is to explain the business reasons for the proposed redundancies, outline how decisions may be made, explore alternatives, and give employees the opportunity to ask questions and raise concerns. From the employee’s perspective, consultation meetings are often about understanding what is happening, how it affects them personally, and whether anything can be done to avoid redundancy.
What Should be Discussed During the Meetings?
Redundancy consultation meetings should focus on clarity, transparency and fairness. Employers should explain the reasons redundancies are being considered, such as changes in business demand, restructuring, or financial pressures. This explanation should be honest but measured, avoiding unnecessary detail that could cause confusion or distress.
It is also important to discuss the proposed selection pool and selection criteria, if there is a reduction in headcount whereby some roles will be made redundant but some will remain. Employees should understand how roles have been identified as being at risk and how any selection process will work. The CIPD notes that fair and objective selection criteria are key to reducing the risk of unfair dismissal claims.
Consultation meetings are also the right place to explore alternatives to redundancy. This might include redeployment opportunities, changes to working hours, or voluntary redundancy options if appropriate. Even if alternatives are limited, demonstrating that they have been considered is an important part of a fair process.
What to Avoid During a Consultation Meeting
While openness is encouraged, there are clear boundaries around what should not be discussed in redundancy consultation meetings. Employers should avoid presenting redundancy as a foregone conclusion for individual employees during early consultation stages. Statements that suggest decisions have already been finalised can undermine the consultation process and create legal risk.
It is also important not to compare employees directly or discuss other individuals’ performance, absence records or personal circumstances. Redundancy consultation meetings should focus on roles and business needs, not personal criticism.
Avoid making promises that cannot be guaranteed, such as confirming redundancy payments or alternative roles before the process is complete. Even well-intentioned reassurance can cause problems later if circumstances change.
Questions Employees are Likely to Ask
Employees attending redundancy consultation meetings will often have similar concerns, even if they express them in different ways. Common questions include how redundancy decisions will be made, whether their role is definitely at risk and what timescales are involved.
Employees may also ask about redundancy pay, notice periods and support available. GOV.UKhttps://www.gov.uk/redundancy-your-rights provides clear guidance on statutory redundancy pay and notice entitlements and employers should be familiar with this information before meetings take place.
Some employees may ask whether their sickness absence, performance or flexible working arrangements have influenced the decision. These questions need to be handled carefully and factually, reassuring employees that selection is based on fair and objective criteria.
Handling the Employee Experience Sensitively
Redundancy consultation meetings are not just procedural; they are emotional. Employees may feel anxious, upset or defensive, even at an early stage. Acknowledging this can make a significant difference.
Employers should approach consultation with empathy and respect, recognising the impact redundancy can have on everyone involved in the process. Simple actions, such as allowing employees time to process information and offering follow-up meetings, can help maintain dignity and trust. Using clear, plain language rather than legal or technical jargon also helps employees feel included in the process rather than overwhelmed by it.
How Employers can Prepare Effectively
Preparation is key to running effective redundancy consultation meetings. Employers should ensure they fully understand the business rationale, the proposed process and the legal framework before speaking to employees.
Managers involved in meetings should be briefed and consistent in their messaging. Inconsistencies between meetings can quickly lead to confusion and mistrust. Having written information available, such as an outline of the redundancy process, can help reinforce key points discussed verbally.
It is also helpful to anticipate likely employee questions and plan clear, honest responses, providing an FAQ document to all staff at risk can be helpful. While not every question can be answered immediately, being upfront about what is known and what is still under consideration helps maintain credibility.
Keeping the Process Fair and Legally Sound
From a legal perspective, redundancy consultation meetings form part of a fair redundancy process. Employers must demonstrate that consultation has been genuine and meaningful, particularly if a dismissal for redundancy is later challenged.
High level legal awareness is often enough for employers at this stage. Understanding the difference between individual and collective consultation, knowing when minimum consultation periods apply, and ensuring employees are given the chance to respond are all fundamental. Detailed legal advice may be needed for complex situations, but a well prepared consultation meeting goes a long way towards compliance.
A Constructive Approach to Redundancy Consultation
While redundancy consultation meetings are rarely easy, they play a vital role in ensuring the process is fair, transparent and respectful. For employers, these meetings are an opportunity to communicate clearly, listen carefully and demonstrate that difficult decisions are being handled responsibly.
By focusing on the purpose of consultation, preparing thoroughly, avoiding common pitfalls and handling conversations with empathy, employers can navigate redundancy meetings in a way that supports both the business and the people affected.
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?
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Why not also check out last weeks blog What are fair reasons for redundancy?
We also have a YouTube channel with loads of handy videos outlining various HR related scenarios.
