As the recession begins to bite, many employers will be forced into considering making redundancies. This Cambridge University study assesses the impact of suddenly stopping work on employees, and encourages employers to avoid redundancies by cutting hours, not people.
CIPD member content
This content is only available for CIPD members
If you’re already a CIPD member, please sign in to access this content
CIPD Trust
Tackling barriers to work today whilst creating inclusive workplaces of tomorrow.
Bullying
and harassment
Discover our practice guidance and recommendations to tackle bullying and harassment in the workplace.
Reviewed by
Jonny Gifford, Senior Adviser for Organisational Behaviour
Jonny has been conducting applied research into employment and people management for a number of years, with previous roles at the Institute for Employment Studies and Roffey Park Institute. Current interests include job quality and behavioural science insights into performance management and other areas of HR. Jonny runs the CIPD Applied Research Conference and actively promotes evidence-based practice, including through systematic reviewing and running randomised trials.
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.
An eight-step model for minimising employee burnout after multiple redundancy programmes
Understanding the emotional effects job cuts can have on the ‘envoys’ who are responsible for the redundancy process
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