Communicating redundancies correctly

I’ve had two difficult conversations this week. One with a leader who’s been asked to reduce the size of their team and wanted advice on how to handle the process. The other with a friend who had just been put at risk of redundancy, and felt bruised by the way the news was delivered. Both conversations reminded me why communication matters so much in these moments.

Our role as internal communicators

As internal communicators, our responsibility is to balance process with humanity ensuring employees receive consistent, timely information. Also, that any news about job losses is delivered with compassion. While the process itself is usually led by HR, we can influence how it feels for the people experiencing it by shaping communication that is clear, people-centred, and respectful.

And a reminder: it’s never okay to leak news of a forthcoming redundancy programme to the press. Employees should never find out their role is at risk second-hand; they deserve to hear the news directly, before the outside world does.

• Help your leaders to listen. Listening is especially important during redundancy programmes because employees want to feel heard, not just told. People often have questions, concerns, and strong emotions. They need space to express them. Equipping leaders with the skills to respond in these moments is essential. Sometimes that means acknowledging uncertainty honestly, or recognising emotions without shutting them down. These skills help leaders maintain trust and connection, even when the news is difficult and clarity is limited.
• Support the survivors. It’s easy to focus only on those leaving. But the colleagues who remain can experience survivor’s guilt. This may be feeling guilt that their colleagues and friends have lost their jobs while they keep theirs. Anxiety that they could be next, can lead to ongoing fear and insecurity. Clear communication about the future, acknowledging their emotions, and creating space to reset are all vital for rebuilding engagement and trust.
• Launder your language. Think carefully about the words you use. The dictionary definition of redundant is “no longer needed or useful” hardly what you want to suggest about your people. The role may be redundant, but the person is not. Also avoid euphemisms like “rightsizing.” Instead, use honest, plain language that treats people with respect.

Five practical tips for communicators

So how do we get it right? Here are five tips for communicating job losses in a way tha tis people-centred

1. Have a clear plan and timeline. Announcements need to be carefully sequenced. People should hear the news in the right order, from the right person, at the right time.

2. Scan for other corporate announcements. What feels like positive news in one context can appear insensitive when people are losing their jobs.

3. Craft a clear and compassionate narrative. Work with leaders to develop clear messaging that explains the why behind any job losses.

4. Equip managers for difficult conversations. Managers are the people employees turn to first. Provide them with key messages, talking points, and coaching so they are prepared for emotional and challenging conversations.

5. Protect your wellbeing .Organisational restructure programmes can run for weeks or even months, and the prolonged uncertainty can be emotionally draining not only for those impacted, but for those managing the communication. These programmes are stressful, so make space to look after your own wellbeing too.