Describe the business proposal accurately
Redundancy planning should begin with the operational reason for change and the roles affected. Yudey can organise an enquiry so the responsible employment professional sees the proposal before decisions are treated as final. We ask what work may change, what alternatives have been considered and which locations are involved. The preparation should explain the business position rather than create a justification for removing a particular individual.
Acas guidance addresses managing a redundancy process and considering alternatives. [1] This page concerns Great Britain, with separate advice needed for Northern Ireland. The applicable obligations depend on the circumstances and current law. A planning file does not establish that redundancy is genuine, selection is fair or consultation requirements have been satisfied.
Map the workforce and the scope of the proposal
The preparation can organise roles, reporting lines and employment information relevant to the proposed change. It should distinguish jobs from the people currently doing them. Where several sites or connected proposals exist, disclose them together so the professional can assess the full picture. The coordinator should not divide one wider exercise into artificial smaller projects to avoid an applicable obligation.
The adviser may need information about timing, affected numbers, employment status and protected circumstances. Those facts should be supplied through an appropriate channel with unnecessary personal details minimised. We do not assume that a small proposed number removes all consultation or procedural requirements. The professional assesses the relevant rules and identifies what further records are needed.
Record alternatives and consultation questions
A useful planning brief can identify options considered, their practical implications and questions that remain open. It should preserve the difference between a proposal and a final decision. The coordinator can organise the information management needs to discuss, while the professional assesses the consultation approach. A prepared announcement should not imply that employee input cannot influence anything.
Where suitable alternative work, changed arrangements or other options may exist, the file should identify them for assessment. The service does not decide eligibility or select employees through a generic scoring tool. Selection pools, criteria and evidence require professional consideration. Proposed scores should not be manipulated to achieve a preferred outcome or disguise an unrelated conduct concern.
Connect the timetable with the actual requirements
The process plan can show proposed communications, meetings, decision points and implementation dependencies. The professional must confirm any legally relevant timing and notification requirements. Internal budget targets should not be treated as permission to shorten a required process. We avoid publishing one fixed timetable as suitable for every redundancy exercise.
Payroll, notice, holiday and possible termination payments may need separate calculations. The preparation can identify the records and responsible people, but does not promise a final liability figure without assessment. Tax or insolvency questions require suitable expertise. The quotation should distinguish process planning from calculating every payment or managing a business closure.
Agree decision-making and professional responsibilities
The written scope should identify the adviser, internal decision-makers and the documents to be produced. This page does not establish Yudey as a regulated solicitor firm or imply that an administrative coordinator can approve dismissals. Advice, consultation support, drafting and representation are distinct tasks. The employer should understand what has actually been accepted before relying on the plan.
The agreed output can include a business brief, workforce information register and staged action list. Later meetings, revised proposals, notices and appeals are included only where specified. Changes during consultation should be recorded and assessed rather than treated as an inconvenience to the original schedule. A completed planning report does not mean the redundancy process itself has been completed.
Request a proposal before communications are issued
Start with the business change, relevant locations, broad number of roles and intended timing. Mention related exercises or communications already sent. Avoid uploading personnel files through the initial enquiry. The next stage is to agree the professional assessment and proportionate document exchange so important dependencies are identified early.
Fees reflect complexity, workforce scope and accepted support. Charges are quoted in pounds sterling with applicable VAT and separate professional costs. Availability and timing depend on the records and legal assessment. The service should provide a clear planning framework and responsibilities, without guaranteeing that dismissals will proceed or that the business will avoid claims.
Official information behind this service
Sources checked on 8 September 2026. Use the linked guidance for subsequent changes.