You shape the outcome of a redundancy process in the first ten minutes.

Tone, clarity, and trust are set immediately - even when the message is unwelcome.

Most owners try to soften the moment.

That creates confusion, invites debate, and drives repeat meetings.

Clarity reduces conflict. Structure protects dignity. Process builds trust.

By the end of the meeting, the employee should:

• Clearly understand they are at risk of redundancy

• Know what happens next and when

• Feel treated with respect

• Leave with a clear support route, not uncertainty

1. Open with purpose and seriousness

2. State the at-risk message in plain language

3. Explain the business reason at a high level

4. Explain what happens next

5. Pause and allow reaction

6. Answer process questions, not judgement questions

7. Close with next steps and written follow-up

8. Signpost support clearly and immediately

Use direct language. Do not dilute it.

• “Thanks for meeting with me today.”

• “I need to talk to you about a proposed change in the business.”

• “This is a formal meeting.”

• “Your role is at risk of redundancy.”

• “I know this is difficult news.”

• “I will explain what this means, what happens next, and what support is available.”

Stop. Let that land.

Keep this factual and high level.

• “The business needs to reduce costs / restructure the team / respond to changes in demand.”

• “This means some roles are at risk, including yours.”

• “This meeting is not a final decision.”

• “We are entering a consultation period before any decisions are made.”

Do not justify. Do not argue.

• “Consultation starts today and runs until [date].”

• “You will have opportunities to ask questions and share feedback.”

• “We will use a consistent selection approach.”

• “We will explain the criteria and how it applies.”

• “I will document your questions and respond clearly.”

• “If I don’t have an answer today, I will come back to you.”

This reduces panic and follow-up pressure.

• “You do not need to figure this out alone.”

• “Support is in place from day one.”

• “You will have access to career coaching, CV support, interview preparation, LinkedIn and job search support.”

• “This support stays in place until you reach an outcome.”

• “Here is the support page and how to access it.”

Support hub:

https://yorkshiretalentpartners.co.uk/redundancy-support

• “I can see this is a lot to take in.”

• “We can pause for a moment.”

• “If you want someone with you in future meetings, that’s fine.”

• “We will follow the process and keep communication clear.”

• “I won’t rush you through this.”

• “I will confirm the next steps in writing today.”

Silence is not failure. Let it work.

• What happens next and when

• How consultation works and who leads it

• What support is available and how to access it

• What the employee should do before the next meeting

• Who else is affected

• Who is safe

• Who will definitely leave

• How scoring will land for any individual

Use this instead:

“I will share what I can through the proper process, and I will keep it consistent for everyone.”

• Talking to fill silence

• Defending decisions with opinion instead of process

• Debating the business case

• Making promises you cannot keep

• Failing to signpost support on day one

• Leaving employees to search for answers alone

Why outplacement makes this easier for owners

Outplacement gives you a credible support offer at the point of impact.

It reduces pressure on managers and HR.

It gives employees a clear next step quickly.

It also improves tone and trust across the remaining team.

Yorkshire Talent Partners provide no end-date outplacement support.

Use this page as the single support hub in:

• Meetings

• Follow-up emails

• Manager briefings

https://yorkshiretalentpartners.co.uk/redundancy-support