You are responsible for running a redundancy process.
You are under pressure from the board, worried about leaks, and balancing tight timelines against the risk of causing unnecessary harm. This site is a strategic tool to help you structure a process that is legally sound, reputationally defensible, and factually robust. If this is you, start by writing one paragraph in the box below about what you are being asked to do and what you are most worried about getting wrong.
How it works
Scope the Damage
Identify exactly who is in scope and why; stop using vague “restructuring” language.
Design the Process
Sequence timelines and docs so managers don’t improvise under stress.
Protect the Brand
Create a clean, factual narrative that doesn't leak or damage future hiring.
Stay Inside the Lines
Apply guardrails on legal exposure, pressure tactics, and retaliation risk.
Start private planning
01 THE REDUNDANT LANE
Lane A: Containment
Clarify scope and facts. Action: Map exactly who knows what; stop informal promises by managers from creating legal liabilities before you even start.
Lane B: Process & Narrative
Sequence the rollout. Action: Write a clean, factual narrative—a "script" that managers can repeat consistently without improvising or adding emotional colour.
Lane C: Aftercare & Risk
Manage the long-tail. Action: Define exactly what you will say in future references and backchannels to protect your brand and future hiring efforts.
02 THE MATHS NOBODY PUTS ON THE PAGE
The Cost of Rushing: Aggressive, poorly-planned redundancies create massive hidden costs: legal disputes, Employment Tribunal risks, damage to Glassdoor optics, and permanent morale loss among remaining staff.
The Value of Structure: A calm, structured process contains legal risk, protects your professional references, and builds a story that ex-employees can live with. It is cheaper to build a robust process now than to defend a lawsuit later.
Case Example: How the engine thinks
YOU: The board is pressuring me to finish these redundancies by Friday and to keep it completely quiet so the office culture doesn't blow up, but I’m worried it’s unethical and reckless.
JAMES: Friday is an arbitrary deadline; legal and reputational damage is permanent. Slow the process down. Your job is not to move fast; your job is to run a process that is boring, predictable, and robust. Write down exactly who is in scope, why, and what you will say about them in a reference 12 months from now.
About James
I spent twenty years in international recruitment. I have no commercial interest in your exit; I am a single operator providing the resource I wish I had for my own transitions.
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Terms
Static strategy engine. No legal advice. £50 cluster-wide.
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