Where redundancies are proposed, the union’s primary objective is to protect jobs. However, when this is not possible, reps should ensure alternatives to compulsory redundancies are fully explored. This may include redeployment of displaced staff and voluntary redundancy.
Redeployment
Where posts are removed, employers should take reasonable steps to identify suitable alternative employment and explore options that allow employees to remain in work.
Redeployment is most effective when it is considered early. Workplace groups should press employers to identify vacancies and freeze external recruitment at the start of the redundancy consultation.
Reps should ensure redeployment opportunities are considered across the whole organisation, whether that be an academy trust or local authority, rather than within a single workplace.
Not every alternative role will be suitable. Reps should help members assess proposed redeployment opportunities carefully and challenge attempts to present any available vacancy as an acceptable alternative.
Whether a role is suitable will depend on the circumstances. Relevant factors may include pay, responsibilities, working hours, location, travel requirements and the member’s individual circumstances. Reductions in salary, professional status or responsibility may make a role unsuitable. Increased travel commitments, caring responsibilities or substantial changes to working patterns may also be important considerations.
Employers should not use redeployment as a way of downgrading employees or weakening contractual protections. Where proposed alternatives result in lower pay or responsibilities, reps should seek appropriate safeguards and protections.
Using trial periods effectively
Trial periods can provide an opportunity to assess whether a redeployment option is genuinely suitable. Where alternative roles differ from the employee’s existing position, reps should encourage members to ensure any trial arrangements are clearly documented and understood before they begin.
Where additional training or retraining is required, reps should seek appropriate support and, where necessary, extended trial arrangements. Trial periods should help members reach informed decisions about redeployment opportunities, not place pressure on them to accept unsuitable roles.
Voluntary redundancy
Voluntary redundancy can sometimes reduce the need for compulsory redundancies and should be considered as part of the wider search for alternatives to job losses.
Where employers are seeking volunteers, reps should explore whether enhanced voluntary redundancy terms can be negotiated.
Enhanced packages may increase take-up and help avoid compulsory redundancies. Employers should also be expected to explain how any voluntary redundancy arrangements fit into their wider plans for staffing, workload and educational provision.
Reps should compare proposed redeployment and voluntary redundancy arrangements against the NEU redundancy and reorganisation checklist.
Members considering voluntary redundancy may wish to seek independent financial advice before making any decision.