A genuine business reason capable of explaining the proposed workplace change.
REDUNDANCY
A restructure can be genuine and still be handled badly.
Redundancy is about a role becoming surplus. The word ‘restructure’ does not remove the need for a genuine business reason and a fair process.
UNDERSTAND THE PROBLEM
A genuine business change still needs a genuine consultation process.
Redundancy is about the position becoming surplus to the employer's needs. The central question is not whether a business is allowed to change — it is — but whether the proposed change is genuine and whether the employee was given a fair chance to influence it before the decision was made.
Good redundancy analysis compares the organisation before and after the change. Look at duties, headcount, reporting lines, selection criteria, new vacancies and who will perform the work afterwards. Job titles alone can hide what actually changed.
WHAT MATTERS
What a fair restructure process usually needs
Relevant information about the proposal disclosed early enough for meaningful feedback.
Genuine consideration of employee feedback before the final decision is made.
Fair selection where employees compete for fewer roles, plus proper consideration of redeployment and reasonable alternatives.
THREE QUESTIONS FIRST
Get these straight before the argument gets bigger.
What business change is said to require your role to disappear?
Were you given the information needed to comment meaningfully?
Were alternatives and redeployment actually considered before the final decision?
WHAT TO DO NOW
What to do during consultation
Get the proposal
Ask for the written proposal, supporting information, proposed structure and any selection material relevant to your role.
Compare the work
List your current duties and identify who is proposed to perform each duty after the restructure.
Respond to the business case
Address factual assumptions, alternatives, workload, cost claims, selection and possible redeployment.
Keep consultation in writing
After meetings, confirm the important points and unanswered questions so the record does not depend on memory.
WARNING SIGNS
Things worth looking at closely.
- Consultation begins after the practical decision is already made
- The same job reappears under a new title
- Selection criteria look designed around one person
- Relevant vacancies are ignored
- Feedback is acknowledged but not substantively answered
COMMON MISTAKES
Ways employees accidentally make the problem harder.
DON'T
Treating consultation as pointless and providing no response because the outcome feels predetermined.
DON'T
Focusing only on personal fairness while ignoring the employer's stated business rationale.
DON'T
Accepting a new job title as proof the old role disappeared without comparing the real duties.
DON'T
Overlooking vacancies, fixed-term work or other roles that may be relevant to redeployment.
POSSIBLE OUTCOMES
What a useful result can look like.
Stopping or changing a flawed process before dismissal
Redeployment where a suitable role exists
Negotiated exit terms
An unjustified dismissal claim if the redundancy decision or process was not justified
FAQ
Redundancy
Does an employer have to consult?
A genuine workplace change process ordinarily involves consultation before the final decision is made.
Am I automatically entitled to redundancy compensation?
No. That usually depends on the employment agreement or another applicable entitlement.
What if somebody else is doing my old work?
That can be important. Compare the real duties before and after the restructure rather than relying only on job titles.
Should I engage with consultation?
Usually yes. A concise, evidence-based response can preserve alternatives and make the record clearer if the proposal later becomes disputed.
FROM PROBLEM TO OUTCOME
Most disputes move through the same basic sequence.
- 1Preserve
Documents, dates, evidence and the deadline.
- 2Raise
Put the actual grievance or response clearly.
- 3Resolve
Negotiate or mediate where a sensible resolution is available.
- 4Escalate
Use the ERA or Court where the dispute cannot be resolved.
REDUNDANCY
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Employee-side employment advocacy. No Win No Fee for suitable matters.