Employers are paying the price over job redundancies

-

Employers have paid out on average £9,362 per worker in redundancy pay over the last 12 months, and paid out a record 13.4 billion in redundancy payments over the past three years, says a recently obtained report from the HM Revenue and customs.

The figures show that both the public sector and private sector companies have felt the impact of cutting costs and having to make valuable employee redundant in order to stay afloat in these touch economic conditions.

David Israel, head of employment at Wedlake Bell, said:

‘The sheer scale of these redundancy payments is staggering. The overall financial and human cost of having to make these redundancies has been massive’.

HRreview Logo

Get our essential weekday HR news and updates.

This field is for validation purposes and should be left unchanged.
Keep up with the latest in HR...
This field is hidden when viewing the form
This field is hidden when viewing the form
Optin_date
This field is hidden when viewing the form

 

‘While the worst of the private sector cost-cutting appears to be over, the public sector has now started to restructure staff levels.

‘On average, businesses have been paying far more than the minimum redundancy payments they are required to pay by law, no doubt in part to avoid any long and drawn out court proceedings.’

There were 470,000 redundancies in the year to March, down from 480,000 in the previous 12 months according tot he obtained research report.

Since February, it has been more expensive for employers to make workers redundant. The maximum award for unfair dismissal has risen from 65,300 to 68,400 and the maximum statutory redundancy pay has increased from 11,400 to 12,000.

Each public sector redundancy cost the public purse an average of 12,000 as year in tax losses, benefits payments ad increased health and social welfare spending according to research by accountant grant Thornton

Latest news

Personalising the Benefits Experience: Why Employees Need More Than Just Information

This article explores how organisations can move beyond passive, one-size-fits-all communication to deliver relevant, timely, and simplified benefits experiences that reflect employee needs and life stages.

Grant Wyatt: When the love dies – when staying is riskier than quitting

When people fall out of love with their employer, or feel their employer has fallen out of love with them, what follows is rarely a clean exit.

£30bn pension savings window opens for employers ahead of 2029 reforms

UK employers could unlock billions in National Insurance savings by expanding pension salary sacrifice schemes before new limits take effect in 2029.

Expat jobs ‘fail early as costs hit $79,000 per worker’

International assignments are ending early due to family strain, isolation and poor preparation, as rising costs increase pressure on employers.
- Advertisement -

The Great Employer Divide: What the evidence shows about employers that back parents and carers — and those that don’t

Understand the growing divide between organisations that effectively support working parents and carers — and those that don’t. This session shows how to turn employee experience data into a clear business case, linking care-related pressures to performance, retention and workforce stability.

Scott Mills exit puts spotlight on risk of ‘news vacuum’ in high-profile dismissals

Sudden departure of a long-serving BBC presenter raises questions about how employers manage high-profile dismissals and limit speculation.

Must read

Josh Sunsoa: HR Frenemies and Chinese Walls

It was Renaissance political theorist Machiavelli who, in his...

Elizabeth Loar: How Leadership Needs to Shift Post-COVID

"This need for agility, flexibility and adaptability has been highlighted continuously over the past 18 months, not just in day-to-day work but also when managing employees."
- Advertisement -

You might also likeRELATED
Recommended to you