Employment Redundancy

Sometimes businesses face  a redundancy situation. To protect the business employers must act quickly but it is absolutely critical that they follow a fair procedure. Employers should consult with the employees likely to be affected to see if the redundancies can be avoided and to discuss alternatives and the criteria for selecting people for redundancy. If you are planning to make 20 people or more redundant then statutory procedures must be followed.

Sometimes employees would like to take voluntary redundancy under a settlement agreement.

Knowing how to handle redundancy situations effectively is essential in order to minimise the impact on your employees and your business.

Helix law can help you to make the right decisions.

A Fair and Reasonable Process

Sometimes, a business faces a decision whereby the best course of action to protect the business is to make redundancies.

If you find yourself having to make such a decision, it is best to gain legal advice before sharing this news with your employees. You need to be assured that your process for choosing employees to make redundant is legal and best prevents any claims of unfair dismissal or discrimination against you. Contact Helix Law to discuss issues surrounding redundancy to minimise impact to your business and employees.

Scroll to the foot of this page to see our FAQs regarding employment law and redundancy.

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Key Contacts

Fiona Wheeler
Solicitor
0345 314 2044
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Sam Packwood
Solicitor
0345 314 2044
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Disciplinary Procedures
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Managing Sick Leave
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Frequently Asked Questions

What should a formal redundancy procedure entail?
How much notice of proposed redundancy must be given to employees?
What information must be provided to employee representatives?
How much redundancy pay must we pay?
On what grounds can redundant employees sue for discrimination?
Do we need to go through the redundancy procedure if we can offer alternative employment at a different site 20-miles away or less?
Can we select part-time workers for redundancy?
We have taken on more people since making redundancies and some former employees are claiming that their redundancy was ingenuine. Should we worry?
What is a ‘protective’ award?
What options to cut costs can we consider before deciding to make redundancies?
Can we select the newest workers for redundancy on this basis?
What evidence is needed to dismiss people on the basis of performance?
When selecting redundancy candidates based on skills, can English language fluency be included?
What happens if we are in financial trouble and cannot fulfil redundancy payments?