Ok, imagine the scenario. You’re told on Friday morning at 9.35 a.m to go to the 7th floor and meet Siobhan, your HR generalist. Only HR live on the 7th floor, not real people. You go into a meeting room with her and there is Charles, your line manager or maybe Fiona, who is really quite senior in HR but not usually seen during the hours of daylight. You’re handed a lengthy letter and told that your role is at risk of redundancy. What do you do?
Answer: try and get as much information out of Siobhan and Charles/Fiona as you can. What to ask?
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10 questions to ask if you’re made redundant
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I’ve been writing quite a lot recently on employees’ rights when selected for redundancy and have covered most of the main issues on rights, selection criteria and compensation. I thought it might be helpful to set out, on a no names basis of course, the general trends I am seeing from the clients from financial services companies coming in to the office.
1. Consultation – often ignored. If more than 20 people are placed at risk in one “establishment”, basically one office (although the law is not entirely clear on this point), within a 90 day period (or 100 people in a 90 day period) then the employer must consult with the affected staff for at least one (three) months. Some employers are not doing this or are paying one month’s salary as compensation for the failure to consult.
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