Preparing for a redundancy consultation

Redundancy consultation is the opportunity to understand and respond to a proposal before the decision is final. Prepare questions about the work disappearing, the proposed selection and alternatives rather than discussing only the payment figure.

Test the business proposal

Ask which roles are at risk, why the proposed change is needed and what alternatives have been considered. Identify work you believe will continue and explain who could perform it under another arrangement. Acas guidance describes meaningful consultation as part of a fair redundancy process. ^[1]

If selection is involved, request the pool, criteria, scores and evidence relevant to you. Check whether absence or performance information has been used accurately and whether protected circumstances require particular treatment.

Put alternatives into a usable form

Identify suitable vacancies, retraining, reduced hours or a different allocation of duties that the employer could assess. Explain the practical effect rather than simply asking it to 'find another way'. Keep your proposals and the employer's responses.

Clarify the next consultation date, decision process and appeal arrangements. Unfair dismissal questions may become relevant after a decision; settlement agreement advice addresses a separate proposal to waive claims. Do not assume a settlement discussion replaces consultation duties.

Understand what is proposed to disappear Ask the employer to describe the future work structure and how it differs from the current one. Identify which activities will stop, reduce, move or be performed differently. A proposal to remove a job title may still leave much of its work, so explain the duties you perform rather than relying only on the title. Request information relevant to understanding your role's risk. Consultation is more useful when the discussion addresses the actual work requirement and the options under consideration before a final individual decision is made.

Check whether the process involves a whole role disappearing or selection between people doing comparable work. Ask how the proposed pool was identified and whether the employer considered interchangeable duties. If you believe a role has been omitted or included incorrectly, explain the tasks, skills and working arrangements supporting your view. Avoid requesting colleagues' private information merely to compare outcomes. The employer can be asked to explain its approach while handling others' data appropriately. Keep its answer so later scoring questions can be considered against the same stated pool.

Examine your information and scoring Request the criteria, your scores and the evidence used to assess you where selection applies. Compare factual inputs with your records, such as completed training, attendance or documented performance. Identify specific errors and supply the correction. If absence related to disability, pregnancy or family leave appears relevant, tell the adviser and employer the circumstances so the required treatment can be considered. A general claim that the score is unfair is less useful than showing which entry is inaccurate or which criterion may disadvantage a protected situation.

Ask how subjective criteria were assessed and whether scores were checked for consistency. Explain any work that the assessor may not have observed, supported by relevant records. Do not assume the highest score in your own calculation establishes a legal entitlement to remain. The question is whether the employer's approach and application can be justified in the circumstances. Acas describes meaningful redundancy consultation as an exchange in which employees can ask questions and propose alternatives. ^[1] Keep the employer's response to each material challenge rather than only the final score.

Present alternatives the employer can assess Turn an alternative into a practical proposal. Identify the work retained, people or skills needed, likely cost and any trial or training arrangement. Reduced hours, redeployment or a revised allocation of duties may need details before the employer can evaluate them. Be clear about what you are willing to consider without accidentally agreeing to a permanent contractual change. If a suggestion depends on another employee's participation, describe that dependency honestly. A workable proposal is more informative than an unsupported assertion that the business could save money elsewhere.

Review vacancies with the duties, location, hours, pay and required skills in view. Ask how applications or offers will be handled and obtain advice before rejecting a potentially suitable alternative role. Special protection may apply in certain pregnancy and family leave circumstances, which should be considered specifically rather than assuming that everyone simply competes through an ordinary interview. Record the vacancy information supplied and your response. If important details are missing, ask for them before the employer treats silence or an initial question as a final refusal.

Track consultation and payment as separate issues Keep a meeting record showing questions, proposals, responses and matters still open. Ask when the next stage will occur and how you can submit further evidence. If employee representatives are involved, identify how your individual concerns will reach them and how updates will be communicated. Collective and individual processes may both be relevant; being included in a representative meeting does not answer every question about your own selection. If the process appears predetermined, preserve the specific words or documents creating that concern for advice.

Request a separate breakdown of any proposed redundancy payment, notice, holiday and other sums. Check the service and pay figures used without allowing discussion of money to replace consultation on avoiding dismissal. A settlement proposal raises additional questions about waiving claims and independent advice. If redundancy is confirmed, retain the decision, reasons and appeal arrangements together with the consultation record. Tell an adviser the dismissal and notice dates promptly so potential claims and time limits can be assessed from the actual events rather than the employer's projected timetable.