Redundancy Procedure - Managers' Guidance

1. Introduction 

The University is committed to protecting the employment security of its employees by appropriate planning and will wherever possible seek to minimise redundancies by forward planning within the relevant area. Where redundancies are proposed every reasonable effort will be made to avoid making employees compulsorily redundant.  

The purpose of this guidance is to assist managers to implement the Redundancy procedure (Potential Redundancies: Ordinance 10, section 3), it does not form part of the procedure.  It follows that this guidance should be read in conjunction with the Redundancy Procedure (Potential Redundancies: Ordinance 10, section 3) and the Operating Principles (Ordinance 10, section 1)

2. Manager’s Responsibilities 

Managers are responsible for: 

3. Support and Guidance 

HR teams will provide guidance and support to all parties involved in the operation of the procedures prescribed by Ordinance 10, section 3 (see Ordinance 10, section 1, point 1.5). 

Trade Unions may advise their members on all aspects of this procedure, and may represent/accompany individuals at meetings (Ordinance 10, section 1, point 1.12). 

4. Avoiding Compulsory Redundancies (Ordinance 10, section 3, point 3.2) 

Where a manager is proposing any change e.g. a restructure of all or part of the workforce for which they are responsible their first step will be to consider whether there are any ways to effect the change without the need to place any employee at risk of redundancy. Managers may, with advice from HR, consider any reasonable measure such as those set out in Ordinance 10, section 3, point 3.2.1.  In relation to grant funding, pursuing, where appropriate, applications for grant funding. 

It is important to remember that: 

If as a result of any measures considered a proposed redundancy can be avoided then that is the end of the process. Where the proposed redundancy has been discussed, whether informally or during consultation with an employee or the Trade Unions, the employee and/or Trade Unions must be informed that redundancy has been avoided and that the process under Ordinance 10, section 3 is at an end. 

5. Identifying Potential Redundancies (Ordinance 10, section 3) 

A redundancy occurs when the requirements of the University for employees to carry out work of a particular kind ceases, diminishes or is expected to cease or diminish for whatever reason. This means that it is important for managers to consider any proposal that they make regarding their area of responsibility carefully and remember: 

6. Identifying the Pool (Ordinance 10 section 3, point 3.4) 

Where a potential redundancy has been identified the manager’s next step is to consider whether there is a group of employees (a “Pool”) from which they will be selecting either one or more than one individual for redundancy. 

There is no one method that is better than another to identify the Pool of employees from which individuals will be selected for redundancy. Identification of a Pool is a matter of judgement.  Managers should be able to show that they have given this matter some thought.  A Pool should include all relevant individuals whether employed on open-ended or fixed-term contracts doing the same or similar work.

Due to the specialised nature of many roles at the University, in particular research staff (Pathway 2), it is often the case that there is only one person doing the same or similar work that is due to cease or diminish. In such cases it is important that the manager carefully considers whether there is a Pool or just a single individual at risk of redundancy. It is not the case that, because funding ends on a contract, the individual on that contract is automatically at risk of redundancy.  A judgement should be made in each case to consider whether there are other staff within the relevant area who are carrying out work of a similar kind to ensure that any Pool is correctly identified.  A Pool would generally not include those on different grades or in different roles or in different research areas or those individuals named on a grant. 

At the University, because Schools and Divisions are different and are the primary decision making unit it has been agreed with the Trade Unions that recommendations on redundancies would normally be considered from the School or Division only. Accordingly HR will advise on whether it is appropriate in a particular case to consider whether other posts in the faculty (or, more widely in the University) should be included in the pool. 

7. Selection Criteria (Ordinance 10, section 3, point 3.5) 

Where a manager has identified a Pool the next step will be to decide on the selection process and on any selection criteria. HR will advise on the appropriate method to use and on selection criteria.

Where the selection process includes an interview or tests it is important to remember that:

Where a selection matrix is used either alone or in conjunction with an interview/test etc. it is important to consider what selection criteria are appropriate, the method of scoring and the weighting given to any particular criteria. 

In general terms: 

Managers may use the selection criteria set out in Ordinance 10, section 3, point 3.5.2 but are not obliged to do so if there are more appropriate criteria. Detailed guidance and example forms are available upon request from your faculty or department HR team. 

8. Consultation with Trade Unions (Ordinance 10, section 3, point 3.6) 

HR will advise managers: 

It is important for managers to remember: 

9. Consultation with Individual Employees (Ordinance 10, section 3, point 3.7)

Where an employee has been provisionally selected for redundancy (whether they are the only individual at risk or have been provisionally selected from a Pool) the manager should: 

10. Alternative Employment (Ordinance 10, section 3, point 3.9) 

It is important for managers to remember that the reason that an individual is at risk of redundancy is not the fault of the employee. It does not signify for example poor performance or conduct. The University wishes to retain its skilled workforce wherever it is possible to do so. The search for alternative employment therefore is important not only to the individual employee concerned but also to the University. 

The University is a large and complex organisation. The search for alternative employment requires the cooperation both of the manager involved (assisted by HR who are best placed to know what alternative employment is available at the University at any particular time) and the employee at risk of redundancy. To assist the search for suitable alternative employment the employee should be advised to enter their search criteria into the University’s redeployment process which will advise them of any roles that match their chosen preferences. 

There is an ongoing obligation to search for suitable alternative employment throughout the redundancy procedure up to the time that the employee’s notice of termination expires in line with the University’s Redeployment Policy