How a NfP Manager Should Prepare for a Redundancy Conversation.

A well-handled redundancy conversation can make a difficult situation more manageable for all involved.

Within a NfP these are made even harder because often the employee’s motivator for doing the role goes beyond the financial rewards. By preparing thoroughly, communicating with empathy, and offering meaningful support, managers can uphold professionalism and integrity while ensuring employees feel respected throughout the process. Introduction

Handling redundancies is one of the most challenging responsibilities a manager can face; somehow, within an NFP, we struggle even more with these conversations as we know an employee’s motivators are greater than the financial rewards. The process involves not just legal and procedural considerations but also a deep understanding of the emotional impact on employees. Proper preparation ensures the conversation is handled with dignity, clarity, and professionalism. Here’s how managers can prepare for a redundancy conversation effectively.

1. Understand the Legal and Company Policy Requirements

Before having the conversation, managers must work with HR in order to be fully aware of:

• Employment laws regarding redundancy in their jurisdiction
• The company’s redundancy policy and process
• Notice periods, severance packages, and any employee entitlements
• The rationale behind the redundancy decision and how it was reached

Ensuring legal compliance helps mitigate risks and ensures fairness in the process.

2. Prepare a Clear and Compassionate Message

Redundancy conversations should be direct, yet empathetic. Prepare key points in advance:

• Clearly explain the reason for the redundancy decision (e.g., restructuring, cost-cutting, market changes)
• Avoid using jargon or ambiguous language
• Emphasize that the decision is based on business needs, not individual performance
• Show empathy and acknowledge the employee’s contributions

3. Plan the Logistics

The setting of the conversation matters. Consider:

• Choosing a private and neutral location to ensure confidentiality
• Allocating enough time for the discussion so the employee doesn’t feel rushed
• Having a representative from HR present for support and documentation

4. Anticipate Employee Reactions

Redundancy can be emotionally charged, and employees may react in different ways—shock, anger, sadness, or relief. Managers should:

• Be prepared for a range of emotions and respond with patience and professionalism
• Allow the employee to express their feelings and actively listen
• Avoid being defensive or making promises that cannot be fulfilled

5. Offer Support and Next Steps

To ease the transition, managers should provide:

• Information on redundancy packages and benefits
• Assistance with job placement, such as career counseling or resume support
• Details on outplacement services if available
• Contact information for mental health and well-being resources

6. Follow Up

The redundancy conversation does not end once the meeting concludes. Managers should:

• Provide the employee with written confirmation of what was discussed
• Be available for follow-up questions or concerns
• Communicate the changes transparently with the remaining team while maintaining confidentiality