As lay-off warnings soar and vacancies decline, HR leaders are being reminded that job cuts don’t have to become career killers — provided employees are equipped to reframe and reapply their existing skills.
Figures from the Insolvency Service show proposed redundancies in the UK jumped 94 percent year-on-year to June, with a 32 percent rise in just one month. The number of employers planning redundancies also rose sharply — up 33 percent month-on-month and 146 percent compared with June 2024 — signalling further disruption ahead.
At the same time, unemployment has edged up to 4.7 percent, vacancies have now declined for 23 consecutive months and wage growth is slowing. The latest Recruitment and Employment Confederation data shows starting salaries rising at their weakest pace in over four years.
The case for sticking to what you know
With fewer roles on offer and tougher competition, jobseekers may be better off building on what they already do well, rather than attempting complete career pivots, say experts at Right Management, a career transition and coaching division of workforce solutions multinational the ManpowerGroup.
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The company’s UK managing director, Tim Gilbert, said candidates who take a pragmatic approach were often more successful, especially in a slow market.
“In today’s climate, where employers are being more selective, there are more candidates applying for each role and vacancies are harder to come by, there’s absolutely nothing wrong with taking a pragmatic approach to career transition: sticking to what you know and making the most of the skills and strengths accrued throughout your career.
“After all, companies are continuing to play it safe, generally hiring those who’ve already proven themselves in similar roles. That’s why transferable skills are so powerful right now. They give jobseekers the best chance of finding work quickly, even in a tougher market.”
Right Management’s internal data shows 95 percent of its candidates secure a new job within 12 months, and 83 percent do so at the same or higher salary. Gilbert attributes this success to focusing on what candidates can already do, rather than what they can’t, and reframing those abilities to match employers’ current needs.
Support employees through smarter transitions
For HR leaders involved in redundancy planning, Gilbert says there’s a growing responsibility to go beyond legal minimums and offer structured support to those exiting the business.
“Responsible employers recognise that providing access to career coaching, skills assessments and targeted training not only helps people transition faster but also strengthens the organisation’s reputation,” he said.
“Helping individuals identify their valuable skills to secure employment is critical, and providing the platforms needed to upskill for their future career can transform a difficult situation into one where both sides move forward positively.”
How HR can guide smarter job transitions
For employees facing redundancy, the recommendation is to focus on skills that cut across job titles and sectors, such as:
- Leadership
- Client relationship management
- Critical thinking
- Data analysis
- Project delivery
These, Gilbert says, should be supported by measurable achievements and framed in terms of the value they bring to the next employer.
“Upskilling will support in the long term but in terms of securing a role in the here and now, job seekers need to think smarter as we see the number of vacancies decline and competition for roles increase.”
