Redeployment done wrong could land you in legal hot water – the 3 things you NEED to know now.

Bridget Hogg — Sun, 15 Feb 2026 23:07:12 +0000

In my outplacement work I ask employers about re-deployment options and sometimes I hear – “there is a position, we’re advertising it on the open market as well” – and alarm bells start ringing in my head! Why? Because – Australian Employers can fall foul of the law if asking a re-deployee to compete for a new role with external candidates, or against those who are not also re-deployees. Did you know that? The Courts don’t take kindly to re-deployees having to “compete” for a role that could have been directly offered. Make sure your ducks are all in a row before you start making legal mistakes. Read on for more details… A re-deployee faced with being asked to apply for and compete for a role in-house could easily claim their position isn’t genuinely redundant – and have a case for unfair dismissal. Nobody wants that so let’s examine best practice when offering re-deployment prior to redundancy. In Australia, requiring a redeployee (an employee whose position has been made redundant) to compete for a vacancy against other candidates is generally considered unlawful or at least unreasonable, putting the employer at high risk of an unfair dismissal claim. Under the Fair Work Act 2009, for a redundancy to be considered a “genuine redundancy” (and therefore exempt from unfair dismissal), the employer must take reasonable steps to redeploy the employee. I’m not offering legal advice here but suggesting you check out the law with an employment lawyer or the Fair Work Commission before you take action on redundancy and re-deployment. These are the legal principles to be aware of: 1. The Legal Definition of Redeployment In Ulan Coal Mines Ltd v Honeysett, the Full Bench of Fair Work Australia determined that requiring a redundant employee to compete for an available position is not genuine redeployment; instead, preference should be given to the employee for suitable roles. The ruling also established that redeployment obligations extend to associated entities, with the reasonableness depending on factors like managerial integration and geographic feasibility, judged objectively at the time of dismissal. 2. When Competition Makes Redundancy “Unfair” 3. “Suitable” Alternative Employment 4. Exceptions and Nuances There may be applicable exceptions for small business and if many people are being re-deployed at one time so do contact an employment lawyer or the Fair Work Commission to get legal advice for your circumstances. 5. Best Practices for Employers Hansard records from the introduction of the Fair Work Act 2009—specifically the Second Reading Speech and Explanatory Memorandum—emphasize that “genuine redundancy” requires an employer to act with fairness and compassion, rather than making employees “make their own way” against “odds deliberately stacked against [them]”. While Hansard itself does not contain a specific line-by-line ban on “competing,” the legislative intent and subsequent case law interpret the statutory duty to redeploy as a proactive obligation on the employer. Legal Interpretation of “Compete” Courts and the FWC (interpreting the intent recorded in Hansard) have concluded that forcing a redundant employee to compete for a vacancy often invalidates a “genuine redundancy”: Recent High Court Clarification (2025) In the 2025 case Helensburgh Coal Pty Ltd v Bartley, the High Court further expanded this by ruling that employers must even consider restructuring or “freeing up” work—such as replacing contractors with redundant employees—rather than just checking a list of vacant roles. This reinforces the idea that the employer must actively seek to preserve employment rather than making the employee win their job back in an open market. Under the principles established by Parliament and clarified by the High Court, asking a redeployee to compete for a role they are qualified to perform is a high-risk strategy that likely fails the “genuine redundancy” test, leaving you, the employer, open to unfair dismissal claims. Always check with an employment lawyer and the Fair Work Commission if you have any questions – and err on the side of caution, exemplify best practice at all times. For information about outplacement services, change management, psychological and wellbeing support for leaders, retrenched employees and those who stay – call Bridget Hogg for information and prices on 0477 016966 or email bridget@developmentatwork.com.au. See www.outplacementadelaide.com.au for testimonials and further information about outplacement services.

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Leadership, Redundancy and Business Failure – and its impacts on Psychosocial Risk and Leaders’ Legal Obligations

adminbridget — Wed, 29 Oct 2025 05:54:07 +0000

I want to focus on the importance of managing mindsets, emotional experience and psychosocial risk at work – which, I believe, is one of the great tools of leadership. It’s hard to manage anything if you can’t manage your own emotional state, isn’t it? It starts with self-leadership (leading your own thoughts and experience). You can then develop the skills to lead others’ emotional experience and mindset. As an outplacement consultant I work with organisations that are planning to make positions redundant. I work with leaders making the decisions – and employees who have been offered re-deployment or retrenchment. Sometimes I work with businesses who go into receivership. This is what I know about mindsets and emotional states at times of redundancy and business failure Psychosocial safety is a critical workplace health and safety obligation during redundancy processes, with regulators now having the power to intervene if a process is managed in a way that creates a risk of psychological harm. Employers must proactively manage the risks of psychological injury for all employees—both those being made redundant and those who remain. What makes redundancy a psychosocial risk? Redundancy can create several psychosocial hazards and cause psychological harm. These risks can affect the mental well-being of all employees involved. For employees, the hazards include: What can employers do to manage psychosocial safety during redundancy? To protect workers and manage legal and reputational risks, employers should integrate psychosocial safety measures into all operations. To integrate psychosocial safety into your redundancy process it helps if you start well before redundancies are thought about with your ongoing daily practices. Here are some ideas. Before the redundancy process Ask your outplacement consultant to help you with such training. During the redundancy process Focus on clear communication, two-way communication and discussion, providing clarity and choices, compass and continuously checking how people are going. The legal implications of ignoring psychosocial safety Work health and safety (WHS) laws across Australia now treat psychological health risks with the same gravity as physical risks. Ignoring these obligations can result in serious consequences for employers including stop work orders, claims for workers compensation and reputational damage if a poorly managed redundancy results in bad press and others leaving. So, as a leader – what kind of leader are you? Do you lead people, projects, budgets, organisations, a community, a State, a Country? Do you lead your own mind and emotions? Do you impact the mindset of your employees? Do you lead the emotional experience of others around you? When I was very young, I used to think “anyone would have reacted that way if that happened to them” – it wasn’t until I got much older that I realised that some people had access to tools and ways of thinking that enabled them to choose their emotional experience, manage their own thoughts and emotions – and even lead the emotional state of others. When I knew there were tools to help me manage my emotional experience in this world – I went in search of them. Do you have the tools to manage your own mindset when things are tough? Do you manage your emotional experience? Can you influence the emotional experience of others around you? The essence of leadership is thought leadership and state management Some leaders are masters of emotional experience. I’m talking about people who manage their mindset (especially in challenging times) and who manage the emotional state of others around them. A master of managing emotional states is Tony Robbins – not only can he choose his own emotional experience but he can also direct the emotional experience of a room of 10,000 people. I’ve seen it, I’ve experienced it. Maybe you can think of a co-worker who does this in your workplace; or a child educator who can manage their own emotional state and that of many children at the same time? This kind of leadership is very powerful. Leaders sometimes experience “failure” and often experience challenge. I work with leaders who have to plan for unwanted change, including downsizing, redundancies and even entering into receivership. What makes a true leader at a time like this? It’s how they manage their mindset – and the mindsets of those around them who are directly impacted. Leadership starts with mindset and state – managing your own emotional state in difficult times is difficult, great leaders also lead the emotional state and mindset of those around them. When leaders around you seem to “fail” – that’s the time to be supportive, to help them to manage their emotional experience and thoughts. How do you manage your own emotional state? Look up “Tony Robbins Triad” to discover the three parts of your life, under your control, that you can change to impact on your emotional experience of life, or see Tony’s Triad Model, mapped against wellbeing tools, on my website. Click here and scroll down: https://www.developmentatwork.com.au/wellness/ Conclusions 1 To be a powerful leader you need to be able to manage your mindset and emotional state. 2 To have influence, leaders will influence others’ emotional states and mindsets 3 The law reminds leaders that they must take care to prevent psychosocial risks at work – including at times of redundancy 4 Leaders who “fail” need our support. For more on stop work orders related to redundancy and psychological risk see: https://www.hrmonline.com.au/section/legal/safework-orders-pause-on-redundancies-due-to-psychological-risk/ For information about outplacement services, psychological and wellbeing support for leaders, retrenched employees and those who stay – call Bridget Hogg for information and prices on 0477 016966 or email bridget@developmentatwork.com.au. See www.outplacementadelaide.com.au for testimonials and further information about outplacement services.

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Navigating Redundancy Trends: What HR and People & Culture Managers Need to Know for Q3 2024

Bridget Hogg — Wed, 09 Oct 2024 07:41:43 +0000

As we head into the September quarter of 2024, HR and People & Culture Managers need to be prepared for a notable shift in redundancy intentions that could impact your workforce strategy. Here’s what you need to know: A Slight Increase in Redundancy Intentions Recent data reveals that 27% of employers are planning to make workers redundant in the September quarter. This marks a modest rise from 23% in the June quarter. Understanding the Context It’s crucial to interpret this rise with caution. Employment and recruitment data indicate that the demand for labour remains robust, suggesting that the increase in redundancy intentions may reflect broader organisational shifts rather than a downturn in overall employment opportunities. Driving Factors: Reorganisation and Technological Advancements The modest increase in redundancies may signal a period of reorganisation within many organizations. This could be driven by several factors: Managing Simultaneous Changes For HR and People & Culture Managers, this environment presents a unique challenge: managing redundancies while simultaneously handling recruitment and organisational change. Balancing these aspects effectively will be key to maintaining workforce stability and aligning talent strategies with evolving business needs. Takeaways for HR and People & Culture Managers By staying informed and proactive, you navigate the complexities of redundancy trends and position your organisation for continued success in a rapidly evolving landscape. Many organisations are managing reorganisation, redundancies and recruitment simultaneously – call me if you’d like help to attract, select or outplace people. I can help you across the employee lifecycle. Authored by Bridget Hogg of Outplacement Adelaide, a brand of Development at Work Australia. Bridget is an experienced outplacement consultant who has helped hundreds of people to take their next step. Many retrenched workers that Bridget has helped have spontaneously told her during the outplacement process “this is the best thing that’s happened to me” – it just takes time and effective psychological support. Bridget holds full membership of both the Australian Human Resources Institute (CAHRI) and the Career Development Association of Australia. She won the Career Development Association of Australian award for excellence (SA) in 2020 and was nominated by the CDAA for national award in 2022. Bridget has researched the effectiveness of her service and knows that it helps people to improve their mental health and wellbeing and find their next step Bridget offers face to face flexible, responsive outplacement services around the Adelaide area. Bridget’s services are positive psychology based. She uses her psychology degrees and NLP training to help retrenched workers manage their emotional state during the outplacement process. To see who are past clients are and to see testimonials from past clients go to www.outplacementadelaide.com.au For an overview of Bridget’s outplacement services or to book our help call 0477 016966 or email bridget@developmentatwork.com.au

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The legalities and rules around redundancy and what lawyers recommend

adminbridget — Thu, 19 Sep 2024 07:14:56 +0000

When planning redundancies employment lawyers are vital. I can provide outplacement services but I always listen to lawyers, such as Margaret Kaukas, when it comes to the legalities. In this week’s AHRI Redundancy and Redeployment webinar it was reinforced that consultation, two-way communication and career transition support are the keys to success. It’s inspired me to write this blog as a reminder of the keys to successful, legal redundancy. Do I have to consult with people on parental leave when their role is being made redundant? Did you know people on parental leave MUST receive consultation by law about changes (such as redundancy) to their role? Consultation is a key part of redundancy. Its best practice to consider what alternatives there could be such as re-deployment. What three documents must I read before I take redundancy action? There are 3 key pieces of paper you must read – industrial instruments (laws); the awards that apply to your employees; and employment contracts. These may all specify what type of consultation is required prior to making redundancies – and it must be genuine consultation. Redeployment You will also need to investigate what other possible employment opportunities there may be in your organisation and all associated entities (within and outside of Australia). If we find possible re-deployment opportunities, can I ask people to apply for these other roles in my organisation and associated organisations? Did you know that asking redeployees to go through a competitive selection process to apply for a role may not be legal (unless the others are also redeployees)? What do lawyers recommend? The best lawyers recommend employers engage a career transition or outplacement service – this also helps support the individuals directly impacted, the managers and helps you avoid survivor syndrome (where those who are remaining then voluntarily resign or become discouraged by their perception of the culture and what was “done to” their colleagues). Communication Channels One key learning for some employers is to match the channel of their communication to the channels that employees use – apps and online systems are not often the best means of communicating with hands on staff such as those in nursing or on a factory floor. Do I have to tell Centrelink? Remember, if you are an organisation, retrenching over 15 employees, you must give written notification to Centrelink of the proposed dismissals as soon as possible and before an employee is made redundant. Key learnings and messages: For an overview of Bridget’s outplacement services or to book career transition / outplacement help call 0477 016966 or email bridget@developmentatwork.com.au Authored by Bridget Hogg of Outplacement Adelaide, a brand of Development at Work Australia. Bridget is an experienced outplacement consultant who has helped hundreds of people to take their next step. Many retrenched workers that Bridget has helped have spontaneously told her during the outplacement process “this is the best thing that’s happened to me” – it just takes time and effective psychological support. Bridget holds full membership of both the Australian Human Resources Institute (CAHRI) and the Career Development Association of Australia. She won the Career Development Association of Australian award for excellence (SA) in 2020 and was nominated by the CDAA for national award in 2022. Bridget has researched the effectiveness of her service and knows that it helps people to improve their mental health and wellbeing and find their next step Bridget offers face to face flexible, responsive outplacement services around the Adelaide area. Bridget’s services are positive psychology based. She uses her psychology degrees and NLP training to help retrenched workers manage their emotional state during the outplacement process. To see who are past clients are and to see testimonials from past clients go to www.outplacementadelaide.com.au For more useful free information contact the Fair Work Ombudsman and see their redundancy information and proforma letter on their website: https://www.fairwork.gov.au/ending-employment/redundancy

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What People and Culture Managers think an Outplacement Consultant does – and what I actually do.

adminbridget — Thu, 01 Aug 2024 04:51:06 +0000

What do People and Culture Managers want from an Outplacement Consultant? Here are the top 2 reasons outplacement consultants get hired: I’ve been working as an outplacement consultant since 2000, helping retrenched employees (from apprentices to CEO’s) to take their next step. In delivering outplacement services I have encountered some difficult situations – and so the idea for this article came about. In this article I list the 2 things that you think I do – and what I actually do (that you might not know) as an outplacement consultant. So, in summary, you think I help people find a job – I think I help people through one of the most traumatic times in their lives, learning new skills to manage their mindset and choose “what they want to be” next, so they find their next happy workplace (or adventure). What you think I do What I actually do For the manager I provide support over the phone to the manager giving the news in advance of the day helping them think through everything from communication and re-deployment options to whether they would like this person to work out their notice or leave immediately, and how. I support the manager giving the news on the day and debrief with them afterwards because it’s a stressful situation for them, no matter how many times they have done it before. For the retrenched individual I attend your workplace on the day the news is given to provide psychological support to those who have just heard their position is to be made redundant. If you are giving the news to many people at one time, I may bring a team of outplacement consultants so we can ensure no-one is waiting to speak to us. I stay with people until they are able to leave the workplace safely or a friend comes to collect them (sometimes this takes several hours). I advise on safe transport home and help people manage their reactions (often shock, anger and grief). I provide information about the outplacement service and what it covers, my phone number and email, obtain the individual’s contact details and make a time to meet the retrenched individual the next day to start working on future plans. Once a retrenched employee was extremely distressed. I was brought into the room before the managers had even finished what they planned to say. She insisted on leaving and walked out of the room and started looking for her car on the street, describing to me how she was going to kill herself. It was a very stressful situation and, as we walked, I talked to her and tried to talk her out of it. I kept in contact regularly and helped her focus on a bright future. I made sure to meet her every time she wanted a face to face meeting (twice as often as was typical) and she found a new role within a month. Training for all I also design and deliver workshops to: a) help managers understand how to manage the people aspects of change effectively and b) help people manage themselves and their emotions during times of stress, change and uncertainty.These workshops help people understand the reactions and emotions they are likely to experience and help them appreciate others key needs, what others need from them and how this need will present itself. 2. Help retrenched workers with their resumes and finding another job I meet with each retrenched worker receiving an outplacement program each week and we start off by discussing how they are feeling – this can be a big one! I also ask who they have told (to check they have told someone and how much support they have) and I reinforce the many ways I can help them. I encourage them to call and email me during the week for support and feedback too. I ask them to tell me their thoughts about what they would like to do next. While many people wish to find a job exactly like the last one as soon as possible some people wish to explore new career opportunities or training, entrepreneurialism, a portfolio career, moving overseas or transitioning into retirement. I support them in any direction they wish to go. Before we start discussing jobs and careers, I check how they are doing psychologically and guide them to some tools and techniques to build resilience and manage their mindset. This is a very key part of the outplacement service I provide – without being in the right frame of mind it’s more difficult to the individual to present themselves well and manage their “brand” in person and online, never mind in application letters and interviews. As well as providing help and guidance to take their next step I provide useful connections, any hot leads I have, help them identify useful websites and online resources which will help them plus provide contacts for any other support services they may be eligible for. Together we explore and more! Between face to face meetings (which are located as far apart as Port Adelaide, Elizabeth, Meadows and Aldinga Beach) I am reviewing resumes and applications, providing feedback and keeping in touch with clients, responding to their needs. What’s this “and more”? As well as focusing on a new career direction and a resourceful mindset I also have assisted and supported people going through redundancy who were also experiencing or just recovering from: Of course, the employers didn’t always know about these personal circumstances. A good outplacement consultant is also a bit of a coach, support worker, counsellor and buddy – and must be someone who cares. As an outplacement consultant I am someone who is there for them, someone who puts in the effort, who will meet them where it suits them, someone who follows up with them if I get “radio silence” and makes sure they are going OK. So, in summary, you think I help people find a job – I

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Making redundancy less painful

Bridget Hogg — Wed, 26 Jun 2024 02:59:52 +0000

What do retrenched employees wish you knew about how to make the process less painful for them? Outplacement clients tell me all the time about what would have made the redundancy process easier for them – from having me there on the day the news was given to support them to being offered an alternative role to consider or the opportunity for a team farewell. Some of the things you might want to consider to reduce the pain for retrenched workers: 1. Having an outplacement consultant there on site on the day you give the news, to support them. You might be thinking “this is a two-stage process – we let them know what we’re thinking, we give them time to consider if there are alternative options such as re-deployment and then we have a second meeting, where we give them the news of redundancy and their paperwork.” You may be confused as to the best time to bring in and involve the outplacement consultant. Essentially, I would say have the outplacement consultant on site on the day when you first tell workers the news their position is about to be retrenched – because this is the day they are most likely to feel shock, anger and upset – this is when they need the psychological support. Don’t take the risk of people driving home so sad they can’t see through their tears – or worse. Ensure they have support on the day the news is given. 2. Re-deployment and Consultation If there is the possibility of re-deployment or even choices about the date of leaving or working out the notice period – make a concerted effort to discuss all the options with the worker. Retrenched workers feel embarrassed and hurt when they can see no real attempt to re-deploy them is being made. Sometimes it’s obvious this isn’t a possibility. Make sure, though, that you offer every job vacancy that you have to workers about to be retrenched – even roles where there are lesser hours or when the role is less senior. Read the resumes that you have on file about your soon to be retrenched workers so you know what skills and qualifications they have. People get even more upset when they feel that no attempt was made to keep them and re-deploy them. You may have decided that you want people to work out their notice – or not. Can you be flexible? Many employers ask people to leave on the day the news is given and not return. They don’t offer the opportunity to work out the notice due to perceived risks. Some retrenched workers are upset by this – they valued their work and they feel they need to put things in order and do a handover. They don’t want to feel “shoved out the door” and not trusted. If you can offer the option to people about how and when they work their notice – do. Choice and communication can help people still feel valued and trusted. On the other hand, asking people to work out their notice when they are shocked, upset and angry can also cause emotional upset and problems. Try to stay open to communication and see if the retrenched workers choices can be taken into account. I worked for a very large organisation (over 200,000 employees) and was retrenched – along with thousands of others, many years ago. They let us choose our leaving date. It worked like a charm – everyone was happy and, to my knowledge, it didn’t cause any problems. I’ve also worked for companies retrenching large volumes of people in Adelaide who used that approach – they also didn’t experience any problems when they let people work out their notice. 3. Handover Retrenched employees can get upset over handover – whether you ask them to do one or not! Some retrenched workers dislike not being able to do a handover – they feel as if their work isn’t being treated as important. For some, not being able toa handover effectively means they feel they don’t have closure. Being asked to do one, on the other hand, can be stressful for some retrenched employees. They may be feeling upset or angry and feel if their position is being retrenched then why should they do a handover. It can also be triggering for some – as if they are giving something away, that they value, over hours or weeks. Think carefully, in advance, about what is necessary. Are all procedures documented already? Does someone else know how to do the parts of their work which will continue? What do you want to happen? Then ask the retrenched employee what they would like to happen. Let them know what you are open to and would like. Come to a joint solution that sits happily with all parties – the outplacement consultant can help with this. 3. Team farewell Many retrenched workers feel “robbed” of a team farewell. It hurts them not be offered a coffee gathering to say goodbye to colleagues, or to have a farewell lunch. Of course, the best timing for this may be a couple of weeks after the news of the retrenchment has been given – not immediately! The last time you retrenched someone – were they offered a team farewell event? Retrenched workers often want a leaving event. They want to let colleagues know they are OK and what they are pursuing next. The leaving event also negates any impression of “leaving under a cloud”. Without a leaving event it can feel to them as if they were pushed out in such a way that others may feel they left under a cloud. Those who didn’t have a close bond with their colleagues may or may not want a leaving event – be open to discussion about what will suit your people. I find that its useful to let the outplacement consultant know that a leaving event is an option. That way,

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Onsite On the Day Outplacement Support. Why It’s So Important.

Bridget Hogg — Wed, 19 Jun 2024 06:53:58 +0000

This is what we don’t want to see – someone upset by the news of redundancy – and alone. I helped many people manage their own reactions (from joy to despair) when they got the news that their position was redundant. I know that redundancy can be less painful and go more smoothly when I’m there, as the outplacement consultant, onsite, on the day the news is given, to provide support. Why is it so important to have the outplacement consulting services provider there on the day? Because it helps the people giving the news, the people receiving the news and everyone else in the office to manage what is a shocking day. It especially helps if your outplacement consultant has training in NLP, counselling or psychology as managing psychological state is paramount to a successful outcome for all. How does on site on the day outplacement support help those giving the news? It can help you, or your managers giving the news, to manage unexpected reactions. You might think someone will “take it well”, they may have already mentioned the possibility of redundancy to you (as an objective fact!). You think it will be plain sailing and you think you can’t afford the expense of outplacement. Suddenly you are faced with tears, shock and a lot of unexpected reactions that you are not prepared for. You wish you had involved an outplacement consultant much earlier so they could have prepared you for what to consider and been here on the day you broke the news to provide much needed support – not least to you! What difference will having an outplacement consultant on-site on the day make? Here are just a few of the ways having an outplacement consultant can help you and the other managers giving the news: If the redundancy goes ahead, they can help you consider how to manage risks you might not have thought about, such as: Of course, in a redundancy situation, the people we are most concerned about are those in the positions that are being retrenched. What difference will having an outplacement consultant on-site on the day make to those who are going to hear their role is redundant? An outplacement consultant can help those receiving the news in many ways: The concern is that some people will see redundancy as a big threat to their plans and livelihood and will react with horror. This is why you want to engage a reputable and experienced outplacement consulting firm that can help those directly affected to manage their psychological state. People are vulnerable at a time of imposed change – and for some it’s a very threatening position to be in. Outplacement consulting really helps. If you are a HR Manager or General Manager planning to make redundancies, please contact me on 0477 016 966 or bridget@developmentatwork.com.au for advice, information and for pricing for group workshops and individual career transition support packages from 4 weeks to one year. If you wish to offer outplacement support to your people, I can help. Ask for more information, options and pricing. Please call me at the earliest opportunity – Bridget 0477 016966 to see how I can assist you to plan and provide support to all those involved pre the announcement, onsite on the day and subsequently via outplacement consulting services. If you would like a free tip sheet, on managing the human face of outplacement and redundancy, please email bridget@developmentatwork.com.au See more information and client testimonials on the Outplacement Adelaide website: www.outplacementadelaide.com.au

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Redundancy isn’t always bad. Here’s what to do if it happens to you.

Bridget Hogg — Thu, 30 May 2024 06:27:08 +0000

I know how redundancy feels. Not only have I helped many people manage their own reactions (from joy to despair) when they got the news – I have also experienced redundancy first hand. In my twenties I was retrenched from British Telecom. Along with tens of thousands of others, I was offered voluntary redundancy. With the optimism of youth, I was quite keen on the idea and made plans. Months later when I had left my job and my initial plans had fallen through, there were some tears before I picked myself up and did what I do best – offering my OD skills to others on a consulting basis. Peoples’ reactions vary a lot – at first I was optimistic, then I was sad and then I found my niche and built an OD Consulting business working with the likes of Royal Mail. Experiencing redundancy first hand doesn’t have to be a bad thing. Many people I have supported throughout their retrenchment will spontaneously tell me during the process that redundancy was actually “the best thing”. Some even realise this on the day they are given the news. I recall one gentleman whose position was made redundant by a big supermarket retailer saying he had seen it coming, was very happy and delighted in the redundancy pay he was to receive as he no longer had to work the final few months until his retirement. The concern is that some people will see redundancy as a big threat to their plans and livelihood and will react with horror. This is why you want to make employee assistance (counselling) available to people in positions that are being retrenched – and engage a reputable and experienced outplacement consulting firm that can help those directly affected to manage their psychological state. People are vulnerable at a time of imposed change – and for some it’s a very threatening position to be in. if you are ever in a job role that is made redundant then take time to take a breath and utilise strategies to keep yourself feeling psychologically and financially safe. Ask for support – from your outplacement consultant, EAP provider or counsellor and from your financial advisors; ask for detailed advice and information about your financial position and make calm, considered decisions when you have all the facts. Are you at risk of redundancy? Ask yourself these questions: Five things you can do From performing well at work and seeking relevant professional development opportunities to ensuring you are well connected and networked – there is a lot you can do to prepare for redundancy if it comes your way. If one day you do get the news that your position (not you) will be redundant then: If you are a HR Manager or General Manager planning to make redundancies, please contact me. If you wish to offer outplacement support to your people, I can help. Ask for more information, options and pricing. Please call me at the earliest opportunity – Bridget 0477 016966 to see how I can assist you to plan and provide support to all those involved pre the announcement, onsite on the day and subsequently via outplacement consulting services. If you would like a free tip sheet, on managing the human face of outplacement and redundancy, please email bridget@developmentatwork.com.au See more information and client testimonials on the Outplacement Adelaide website: www.outplacementadelaide.com.au Bridget Hogg is author of ‘Find a Way or Make One to Work You Want’ released in 2025 on Amazon and Kindle.

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5 Reasons People Get Laid Off and Strategies to use to Protect Yourself

Bridget Hogg — Fri, 16 Feb 2024 03:07:02 +0000

A recent article in the Harvard Business review by Marlo Lyons was called “5 reasons people get laid off” – I was a bit shocked because people are only retrenched when their position becomes redundant. Yesterday the news told us that, in Australia, 20,000 people have lost their job since November 2023. So, the concern around whether you are vulnerable may be heightening. Its wise to build great connections at work and outside and keep your skills up to date – but should employees be worried about “reasons people get laid off?” Are there strategies employees should be utilising to “stay safe”? On reading the article I found it made some good points so I will give you a short summary of the reasons it listed and my suggested strategies people can use to protect themselves. It listed the 5 reasons as: Let’s explore each of these a little more and see what strategies employees can use to stay safe… The author concludes “Building a reputation for being a valuable team member through your work and relationships is key to minimizing your risk of being laid off. Ensure your leadership and cross-functional stakeholders know your contributions and the impact you bring to the organization as well as where you’ve upskilled to stay relevant, which will help position you as an indispensable asset. This proactive approach helps ensure that your value is recognized long before any decisions about layoffs are made.” If you wish to discuss redundancies and outplacement please call me at the earliest opportunity – Bridget 0477 016966 to see how I can assist you to plan and provide support to all those involved pre the announcement, onsite on the day and subsequently via outplacement consulting services. If you would like a free tip sheet on managing the human face of outplacement and redundancy please email bridget@developmentatwork.com.au For an information sheet about our outplacement services please email or call Bridget Hogg 0477 016966. Bridget Hogg is author of ‘Find a Way or Make One to Work You Want’ released in 2025 on Amazon and Kindle.

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Do you know what to look for when choosing an outplacement provider?

Bridget Hogg — Fri, 02 Feb 2024 06:07:58 +0000

Do you choose one based on who you have used before or who your HR colleagues have used and recommend? Do you choose on price? Location? Do you know what to look for? Read on for a few tips about choosing a good outplacement provider. You will want to look for an experienced outplacement provider who can provide testimonials from satisfied clients. Your outplacement provider should be tailoring what they offer to match your needs and should discuss with you: The best outplacement programs provide tailored ongoing support at a location convenient for the participant. Look for an outplacement consultant that can offer longer programs because, at senior levels, in particular, it can take longer than 8 weeks to find the perfect new role. When the individual has not been able to find a new job after a number of weeks, that’s when they need the most help and emotional support. Ideally you want to use a company that tracks the employment success rate of the people they help and evaluates their services. What background should I look for in my outplacement consultant? There is no one background or set of qualifications that makes someone a great outplacement consultant. You will find psychologists, recruiters, human resource consultants and management consultants providing outplacement services. The best thing to do is to meet with them and suss out, are they: Ask them what they offer in the following circumstances: Ask them who have they worked for in the past and how soon their previous outplacement clients found employment. Do memberships matter when choosing an outplacement provider? Should I look for a member of a particular organisation, or a particular qualification in my outplacement consultant? Memberships and qualifications don’t guarantee a successful match to your retrenched workers. If your outplacement consultant has qualifications in human resources, psychology, or career development – or holds full membership of the Australian Human Resources Institute, Career Development Association of Australia or the Australian Psychological Society, for example – that can be an indication they have relevant training. More relevant is finding an outplacement consultant who has the right expertise in outplacement and the right attitude – an outplacement consultant who can demonstrate successful results with past retrenched workers. Memberships are an indication of expertise but it doesn’t guarantee a person’s key area of expertise is in the provision of quality outplacement services. Ask potential outplacement consultants every question that you want the answer to – the best ones will give you the answers you seek and asking questions will help you understand what service you are paying for. Authored by Bridget Hogg of Outplacement Adelaide, a brand of Development at Work Australia. Bridget is an experienced outplacement consultant who has helped hundreds of people to take their next step. Bridget holds full membership of both the Australian Human Resources Institute (CAHRI) and the Career Development Association of Australia. She won the Career Development Association of Australian award for excellence (SA) in 2020 and was nominated by the CDAA for national award in 2022. Bridget has researched the effectiveness of her service and knows that it helps people to improve their mental health and wellbeing and find their next step Bridget offers face to face flexible, responsive outplacement services around the Adelaide area. Bridget’ Bridget’s services are positive psychology based. She uses her psychology degrees and NLP training to help retrenched workers manage their emotional state during the outplacement process. To see who are past clients are and to see testimonials from past clients go to www.outplacementadelaide.com.au For an overview of Bridget’s outplacement services or to book our help call 0477 016966 or email bridget@developmentatwork.com.au

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