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Assessment 2 – Patchwork/ Reflection
Name
University
Course
Instructor
Date
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Assessment 2 – Patchwork/ Reflection
Part 1: Managing a redundancy process in a department (reducing a team of 4 staff to 2
staff)
Introduction
Redundancy is one of the most challenging and susceptible human resources processes
involving difficult business and people decisions. When you carve a team down from four to just
two staff members, HR must handle the process fairly and transparently. In this review, we will
look at the legal and contractual background of the redundancy process, step by step, and how
we can ensure fairness and compliance with UK employment law in the redundancy process.
This review analyses the procedural requirements of redundancy management, derives insights
into redundancy management, and examines its implications for stakeholders.
Review
In the UK, the employer must follow a well-defined and legally compliant process when
it reduces its workforce by dismissal through redundancy. For example, if you are reducing a
team from four staff members to two, the first critical step is to decide whether that is necessary
and what it means in terms of redesign. It could be a matter of restructuring, changing the
business's priorities, or cost-cutting measures. Before employers take redundancy seriously, they
have to exhaust every other hypothetical alternative, like giving voluntary redundancy choices to
their employees, reducing working hours, reassigning to another role in the company, etc. When
redundancy becomes unavoidable, it is vital to inform all concerned and do so transparently; the
employer should ensure this is the case. This prevents any unfair treatment; it reduces the
anxiety, too, giving perceptions of unfair treatment.
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The second phase of the redundancy process is the consultation with the employees who
can be affected by redundancy (ACAS, 2024). For instance, where the number of employees
proposed to be made redundant is small, from four to two, the employer is not legally required to
consult collectively if the number of employees at risk is less than twenty. However, individual
consultations are still necessary to achieve fairness in the process. To this end, in these
consultations, the employers should set out the reasons for the redundancy, the basis on which
the selection was made, and whether any other options are available besides redundancy. The
employees should also be allowed to ask questions and give their opinions on the proposed
redundancy process that has to be implemented. Significantly, the employee can be assisted by
an officer or a union representative during the meeting to make the process fair.
The last stage of the redundancy process is communicating the decision made to the
employees and explaining the available redundancy package to them. Suppose an employee is to
be made redundant. In that case, they should be given the appropriate notice as stated in their
contract or the statutory notice if there is no written agreement on the notice period. Also,
employees are eligible for redundancy payment depending on the number of years of service and
the age of an employee as provided for under the Employment Rights Act 1996 (GOV.UK,
2012). When the process of redundancy has been communicated, it is also advisable for the
employer to assist the employees in areas that may include job search and out-placement
services. Here, two employees are retained, and two are let go. In that case, it is also important to
keep communication open with the remaining employees to avoid creating negative perceptions
and a lack of trust in the organization. This should be done with sensitivity and commitment to
the principle of fairness so that there is no violation of the legal requirements and, therefore, no
grounds for an unfair dismissal claim.
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Part 2: PDP Plan
Introduction
HR is an ever-changing discipline, and constant development is the key to being current
as an HR professional. The CIPD Profession Map gives you a clear framework for progress,
showing you what it takes to be an excellent HR person (Freedland & Adams-Prassl, 2017). My
abilities will be assessed against six core behaviours within the map, such as Ethical practice,
Valuing people and Professional Courage through this Personal Development Plan (PDP). This
PDP will identify my strengths and areas that I need to work on and then set me up with specific,
actionable SMART objectives that will serve as my career roadmap and help me meet the
challenges of the future face on.
Ethical Practice
CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
Ethical I need to enhance my Ethical practice is a Specific: I will complete
Practice ability to make ethical cornerstone of HR, ensuring an accredited online
decisions in situations fairness and building trust course on ethics in HR
where the right course of within the organization. In by June 2025, which
action is not immediately today’s dynamic business covers ethical decision-
clear. This includes environment, HR making and legal
navigating grey areas professionals must be standards in HR
related to fairness, equipped to handle situations practice.
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CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
transparency, and that may conflict with Measurable: I will
confidentiality. personal or organizational apply the learning from
interests while upholding the course in at least two
integrity. scenarios where ethical
decisions are required
(e.g., handling
confidentiality breaches
or employee
complaints).
Achievable: The course
is available online and
can be completed part-
time, fitting into my
current schedule
(Freedland & Adams-
Prassl, 2017).
Relevant: This is
directly relevant to my
career aspirations as an
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CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
HR professional, where
ethical integrity is
paramount.
Time-bound: Complete
the course and
implement the principles
learned by June 2025.
2. Professional Courage and Influence
CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
Professional I need to develop greater Professional courage is Specific: I will actively
Courage and confidence in speaking up critical for any HR leader seek out opportunities to
Influence in difficult situations, such who needs to influence lead at least one high-
as challenging senior decisions at all levels of stakes project or meeting
management on HR the organization. It ensures each quarter, where I can
decisions or advocating for that HR stands firm on influence decisions
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CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
employees’ rights, even ethical and legal matters, related to HR policy or
when it may be even when these may go strategy.
uncomfortable. against the status quo. Measurable: I will track
the number of projects I
lead and document the
instances where I have
had to exert influence or
take a courageous stance.
Achievable: I will
leverage current HR
initiatives to step into
leadership roles and
actively engage with
senior managers.
Relevant: Increasing my
professional courage and
influence will help me
advance in HR
leadership roles and align
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CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
my actions with
organizational goals.
Time-bound: Lead one
project per quarter,
starting next quarter.
3. Valuing People
CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
Valuing I need to become more Valuing people is central Specific: I will implement
People proactive in ensuring that all to fostering an inclusive, a quarterly employee
employees feel equally motivated, and engaged feedback and recognition
valued, particularly in workforce. When program, where team
performance management employees feel valued, members are regularly
processes and when they are more likely to acknowledged for their
addressing team dynamics. contribute positively to the contributions and areas of
This includes taking organization, enhancing improvement are
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CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
deliberate actions to overall performance and discussed.
recognize achievements and retention. Measurable: Collect
offer support. feedback from 90% of the
team each quarter, and
track employee
engagement through
surveys to measure
progress.
Achievable: Develop a
digital feedback system
and set aside time each
quarter to personally
acknowledge employees.
Relevant: Valuing
employees is essential for
building a supportive and
engaged team, which is
directly linked to higher
productivity.
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CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
Time-bound: Roll out the
first feedback survey by
the end of Q1 2025.
4. Working Inclusively
CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
Working I need to improve my Inclusivity leads to a richer Specific: I will complete a
Inclusively ability to foster an organizational culture, greater certification course on
inclusive work diversity of thought, and diversity and inclusion by
environment by improved collaboration. By May 2025, which will
recognizing and embracing diversity and help me understand the
addressing unconscious creating a welcoming nuances of unconscious
biases and learning how environment, HR can ensure bias and how to
to better accommodate that all employees have equal implement inclusive
diverse needs. opportunities to succeed. practices.
Measurable: After
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CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
completing the course, I
will apply the knowledge
to run at least two
workshops or training
sessions for the team on
inclusivity.
Achievable: The course is
available online and is
designed for HR
professionals seeking to
improve inclusivity.
Relevant: As HR
professionals are
responsible for ensuring
fairness and equality in
the workplace, learning
about inclusivity is
directly relevant to my
role.
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CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
Time-bound: Complete
the course and conduct
the first workshop by May
2025.
5. Commercial Drive
CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
Commercial I need to deepen my Commercial drive is crucial Specific: I will attend a
Drive understanding of how for aligning HR practices business finance for HR
HR decisions impact with the organization’s professionals course by
the organization's strategic objectives. HR’s December 2025 to develop
financial performance role in budgeting, resource a stronger understanding of
and how HR can allocation, and performance how HR decisions affect
contribute to management can the financial health of the
profitability. significantly influence organization.
organizational success. Measurable: I will apply
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CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
the concepts learned to
improve HR budgeting and
report on cost-saving
initiatives or efficiency
improvements.
Achievable: The course is
available online, and I can
balance it with my current
workload.
Relevant: Understanding
the financial aspects of HR
decisions will make me a
more strategic HR
professional.
Time-bound: Complete the
course by December 2025
and apply the concepts to
my role within three
months.
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6. Passion for Learning
CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
Passion for I need to develop a more Passion for learning helps HR Specific: I will attend
Learning structured approach to professionals stay relevant and at least three HR
continuous learning by innovative. Keeping up with webinars or
exploring emerging HR trends such as AI, HR analytics, conferences on
trends and technologies and new legislation will enable emerging trends and
to stay ahead of industry me to contribute more effectively technologies by
changes. to my organization’s HR strategy December 2025.
(Warren & Warren, 2023). Measurable: I will
track the key
takeaways from each
event and implement at
least one new idea or
practice from these
events.
Achievable: These
events are readily
available online and fit
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CIPD Core
Behaviour –
Learning Need Why is this important? Action Plan
Associate
Level
within my professional
development goals.
Relevant: Staying
current with HR trends
will increase my value
as a forward-thinking
HR professional.
Time-bound: Attend
three events by
December 2025 and
apply new learnings
within one month.
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References
ACAS. (2024). Step 1: Check redundancy is needed - Managing staff redundancies - ACAS.
Acas. https://www.acas.org.uk/manage-staff-redundancies
Freedland, M. R., & Adams-Prassl, J. (2017). Employees, workers, and the'sharing economy':
Changing practices and changing concepts in the United Kingdom.
GOV.UK. (2012, October 24). Making staff redundant. https://www.gov.uk/staff-redundant
Warren, M. A., & Warren, M. T. (2023). The EThIC model of virtue-based allyship
development: A new approach to equity and inclusion in organizations. Journal of
Business Ethics, 182(3), 783-803.
