Redundancy is a legitimate reason for terminating employment. However, managers need to ensure proper process is followed to avoid unfair dismissal and adverse action claims under the Fair Work Act 2009 (FW Act).
Positions are made redundant, not people. Redundancy occurs when an employer no longer requires the job to be performed by anyone. This may arise because of:
A position can still be made redundant if the work continues to be performed, but the employer is now distributing the work differently. For example, this may arise when an employer has five admin staff, but re-distributes the work to four (and makes one position redundant); or an employer decides to contract out the work. It can also occur when an employer upgrades a role to require new qualifications but it has similar duties. The question will be whether the previous position still exists.
A redundancy doesn’t arise when you decide you want to keep a temporary staff member who was filling in for someone who was on an extended period of leave, or in a sham restructure (for example where you make a position redundant only to hire another person to do ostensibly the same job).
Having a real reason for the redundancy is important. If you don’t, employees may be in a position to say that the real reason for their dismissal was for a prohibited reason, such as their sex, race, age or other discriminatory factor, or because of their performance or conduct.
In addition to having a real reason for the redundancy, employers must ensure the redundancy is “genuine”. This is relevant to employees who may be able to bring an unfair dismissal claim under the FW Act. A redundancy will be genuine if:
An employer must comply with any award or agreement obligation about consultation. You will need to examine the award or agreement for the process to be followed, however this will generally include:
The consultation process doesn’t always need to be a drawn out and lengthy. It could be done within a day or two. It will depend on the facts of each case.
Before dismissing the employee, to avoid a successful claim for unfair dismissal, employers should consider whether it is reasonable in all the circumstance to re-deploy the employee in the organisation. This would extend to any businesses of “associated entities” of the employer, including “related bodies corporate” (as defined in the Corporation Act 2001).
Matters to consider would include the nature of any available position, the qualifications required to perform the job, the employee’s skills, qualifications and experience, the location of the job and the remuneration which it offered. You should notify the employee whether you have considered any re-deployment options.
Contemporaneous notes should be kept at all stages of this process. This includes:
Consider whether redundancy pay is payable. This will depend on:
Notice, accrued annual leave and accrued long service leave (in some circumstances) are payable in addition to any redundancy entitlement.
Our greatest asset is our talented and committed people – they enjoy what they do and value the opportunity to work together and with our clients. Our people are from diverse backgrounds and approach their work with intellectual rigour and enthusiasm.