Nearly 1 in 4 leading UK universities is cutting staff and budgets. There are calls to take action as the Higher Education Sector faces up to 10,000 redundancies or job losses.
This article does not comment on the need for universities to make cuts or the ways to deal with the complex challenges facing the Higher Education Sector. This article is not a comment on Union Negotiations, which are at the heart of many redundancy procedures.
We will be looking at how to make the redundancy process as smooth and enjoyable for all parties involved. We will explore how we can bring the human factor into what could otherwise feel like a brutal and impersonal legal process.
No matter what type of change is implemented in an organization, people go through a series of psychological steps before they can accept it and embrace it. Kubler-Ross stages of grief have been adapted to the workplace for many years, but this is often forgotten when HR teams are deep in the complexity of the process or negotiations involved.
In the sector of Higher Education, redundancies are rare. If not handled properly, the impact could be devastating for many people and long-lasting to an organisation as a whole.
HR can optimise the experience for people who are leaving the organisation to minimise any negative effects. Also, those who remain (and often suffer from’survivor’ guilt) should be considered.
It’s easy for people to assume that the redundancy process will be a negative experience. Leaders and HR professionals who have “been there before” may be more accustomed to the emotional impact.
It is important to also take into account the differences in values between academics and professionals, as well as the cultural nuances within universities. In light of this, it is important to spend time imagining and planning the best experience possible.
This is best done with the support of HR and other relevant stakeholders. Here are some steps to take next:
- Map the different groups that are affected by. Line managers, employee representatives groups, external partners and research networks, as well as unions and students, are all examples.
- Describe what you want each group to feel, think and say after the process is completed. You might say, “I understand the reason for the redundancies”, “I felt respected”, “the selection process was fair”, “I received support to find a job” or “I have been kept informed”.
- Identify the concrete steps that are needed to maximize the likelihood of a successful experience. Regular Q&A sessions, CV-writing and career surgeries, mental health and well-being support and mitigating measures for knowledge loss are all examples.
After the vision and the plan have been established, the next step will be to create a collective understanding of why the change is necessary and why it is now.
It is common for this to be overlooked or rushed because the leaders who are involved in making redundancy decisions have spent many hours behind closed doors working through it. Communication to others can last up to an hour. In reality, it takes a lot longer for people to process what they have heard. Consider taking the following steps:
The initial communication should be transparent, open and factual regarding the reasons for redundancies Most people will understand the financial pressures on the sector but want to know that other options have been explored. For example, using reserve funds; reducing executive compensation; exploring new revenue sources; making the cuts more gradually.
This step shouldn’t be a surprise if communications about the performance of universities have been transparent up to this point.
Give line managers simple and clear communication frameworks
It will ensure that the messages they send to their teams are consistent. To ensure consistency, it can be beneficial to have leaders attend each other’s meetings to offer support.
Where needed, support line managers
Encourage them to practice answering questions and communicating redundancy messages. If this is the first time, it can be nerve-wracking.
It can take some time for the shocking news to sink in. Details are often not heard in full the first time.
This step allows people to explore what it means for them, and helps them navigate through the emotions and opinions that are often involved. This step involves dialogue and exploration to help people take responsibility for their decisions and next steps.
- Give people many opportunities to ask different questions. Many people do not think about them until after they have spoken to friends or family.
- There should be different ways to ask questions, as not everyone is comfortable asking questions in a large group. You can use anonymous Q&A routes or drop-ins for small groups.
- Where needed, support line managers in handling different emotional reactions. Encourage people to vent and open up (if they haven’t done so already); acknowledge people’s feelings and opinions (even if you don’t agree).
This step usually involves implementing new changes in an organization (new processes, systems, and behaviours).
It also applies to the implementation and redundancy of decisions. Those who remain begin to take on new roles and responsibilities as people leave. There are many things that can be accomplished to ease the transition.
- Discuss how to create a positive exit for individuals and teams leaving. Celebrate past successes and recognize their value.
- When there is uncertainty because of restructures or other factors, assist teams in creating short-term goals. Once the new team is in place, spend time setting them up for their success
- Bring all the other groups that are affected on your journey, as their contact points will change.
After redundancy, people often feel drained of energy.
Morale is a major factor that can have a long-lasting impact on the organization and hinder positive initiatives.
The negative effects can be mitigated by taking steps to integrate the changes and keeping the human element in the forefront of the process.
- Line managers need emotional and practical support if they are to lead their teams through redundancies.
- Continue to communicate about the performance and achievements of your university. People will want know if the situation has improved. Was it worth it?
- Stay in touch with those who have left if it is appropriate. You can involve them in the future development of the university.
It has a huge knock-on impact if you don’t do redundancies correctly. The impact of redundancies on the reputation of the employer and local communities is not only long-lasting, but also has a significant financial and psychological effect on the individuals and their families. Low morale can make it difficult to implement other changes, and engagement with leaders can also be damaged.
It is worth the effort to approach redundancies from a human-centred perspective.
Pecan Partnership is here to help if your organization struggles with any of these issues. Contact us to learn more about Pecan’s Leading Change and Engagement Offering.
