“Managing HR during a restructure or cost reduction exercise requires a structured, legally sound, and people‑centred approach,” he said. “The way an organisation handles these moments has significant legal, financial, cultural, and reputational implications.”
He outlines three key pillars for HR to lead:
Legal compliance: Understand obligations under the Fair Work Act 2009 (Cth) and any applicable award or agreement, including redundancy pay, notice, leave liabilities, consultation requirements and any specific redundancy rules.
Clear, defensible process: Document the business rationale, consult genuinely with affected staff, consider redeployment options, and ensure entitlements are calculated and paid correctly.
Human impact: Communicate openly and respectfully, support affected employees, and maintain trust and morale among the remaining workforce.
“This combination of legal understanding, structured process, and people‑centred communication is essential for a well‑managed restructure,” Roebuck said.
Same laws, different realities: how size and sector shape HR focus
While large corporates are typically seen as the most exposed to HR risk, Roebuck cautions that smaller employers are operating under largely the same legislative burden.
“In Australia, for the most part smaller businesses face the same complex employment laws as large organisations, so compliance remains the core HR priority at every size,” he said.