While the full extent of the financial damage caused by COVID-19 is still unknown, redundancy rates are expected to increase over coming months. This article explores the potential negative psychological impacts on those carrying out the redundancy process, and how to mitigate them.

To continue reading, log in or become a member

Affiliate membership offers instant access to CIPD resources without the need for assessments or study, or explore your options to become a professional member of the CIPD to demonstrate your commitment to the world of work.

  • Access to exclusive, up-to-date resources
  • Become part of a community to learn, debate and connect with other people professionals
  • Free access to a series of CIPD learning courses and a discount on the rest of our catalogue
Instant access Explore membership

Reviewed by

Rebecca Peters, Senior Policy and Practice Advisor, CIPD

Rebecca joined the CIPD research team in 2019, with experience as both a practitioner and a researcher in health and wellbeing at work. Now, Rebecca’s focus at the CIPD is developing HR practice and capability through research-driven projects. Rebecca has a master’s degree in occupational psychology and applies psychological theory to the workplace to create positive change, where both people and businesses can thrive.

  • Employment law

    Redundancy: UK employment law

    Explore our collection of resources on redundancy, including managing and planning for redundancies, commonly asked Q&As and relevant case law

    For Members
  • Factsheet

    Redundancy: An introduction

    This factsheet outlines the main stages of a redundancy process and outlines how and why to use redundancy as a last resort when all alternative approaches have been considered

    For Members
    • All Bitesize research