The Missing Factor in Redundancy Interviews

There is one fundamental area in training and development that is conspicuous for its absence and that is the management of emotionally charged situations such as redundancy interviews.

Carrying out such interviews is a skill that requires the application of certain behaviours and a reliance on knowledge such as the company's policy and procedures, and employment legislation.

However, there is much more that affects the satisfactory outcome (if it can be described like that) of well conducted interviews such as the interviewer's moral values and attitudes and beliefs which are based on equal opportunities, the rights of the individual, questions about natural justice, the management of diversity and a myriad of other influences.

These are the thread of integrity that runs through such interview processes that makes the difference in the quality of the application of the knowledge and skill.

Clearly, these issues affect not only these types of interviews but also cut across all areas of management.

How these interviews are conducted significantly affect the reputation of the organisation, the motivation of the manager and the confidence of the individual. Not only that, but the repercussions of such an interview done well or poorly will also affect the remaining team, just at a time when the company can ill afford a demoralised workforce.