This study looks at the impact of multiple redundancy programmes on surviving employees. The author proposes an eight-step model to help employers manage redundancies in a structured way, in order to minimise employee burnout and maintain employee morale.
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Reviewed by
Rebecca Peters
Rebecca joined the Research team in 2019, specialising in the area of health and wellbeing at work as both a practitioner and a researcher. Before joining the CIPD Rebecca worked part-time at Kingston University in the Business School research department, where she worked on several research-driven projects. Additionally, Rebecca worked part-time at a health and wellbeing consultancy where she facilitated various wellbeing workshops, both externally and in-house.
Rebecca has a master’s degree in Occupational Psychology from Kingston University, where she conducted research on Prison Officers’ resilience and coping strategies. The output of this research consisted of a behavioural framework which highlighted positive and negative strategies that Prison Officers used in their daily working life.
This quarterly survey is one of the most authoritative employment indicators in the UK and provides forward-looking labour market data and analysis on employers’ recruitment, redundancy and pay intentions
Experts discuss avoiding and managing redundancies, legal requirements and managing your own wellbeing.
Understanding the emotional effects job cuts can have on the ‘envoys’ who are responsible for the redundancy process
Dr Madeleine Petzer examines how to mitigate the impact of redundancies on victims, survivors and envoys
A look at how relational analytics enables better designed HR practices
A look at how storytelling allows HR analysts to craft and sell their stories to different organisational stakeholders, including senior management and people managers
Exploring the use of algorithms in hiring procedures and what impact this has on candidates’ perceptions of fairness
Guidance from research on how managers can deal with role overload, ambiguity and conflict in their teams to reduce ‘always-on’ expectations and maximise staff wellbeing and efficiency