Restructuring and Redundancy Conversations Assessment for ManagersWho hears it, from whom, and in what order.
Six situations that form one week, in sequence, plus eight ordering exercises on the part of a restructure that nothing else measures.
The training teaches one conversation. What goes wrong is the order.
Nearly every manager will one day have to tell somebody their role has gone, and almost none of them will have practised it. The help that exists teaches the words for the fifteen minutes in the room. What actually goes wrong sits either side of those fifteen minutes: the person hears it from a note addressed to everybody, a team lead is asked a direct question two days early and denies it, a room is settled with a promise of safety nobody can keep, and three weeks later the strongest person who stayed is quietly interviewing.
Six of the exercises here form one week, in order. You are asked a direct question before anything is signed off. The decision lands and you have a day. You are in the room. The person asks to tell the team themselves. The team meets the next morning and two people ask whether they are safe. Three weeks on, the work is behind and a strong performer is looking.
Each rung is scored against the best and the worst move available at that point, not against a fixed ideal. That is deliberate and it is the whole design: a poor decision at rung one should not be counted six times, and the best available recovery from a bad position is worth full marks at the moment you make it. An instrument that punishes rung one repeatedly is measuring its own arithmetic and calling it your failure. Recoveries are counted and named as their own finding.
Eight ordering exercises ask who hears what and when. Nothing else in this market tests that, and it is where the damage is done. The rest is forced choice, select-every-that-applies, matching and keyed claims, so the form changes as you move through it.
Your report draws your actual path against the best available one, rung by rung, with the range that was on offer at each rung shaded behind it, and a plain table beside it that carries the whole finding on its own.
What you walk away with
Six rungs with the range available at each one shaded behind your mark, so you can see that rung four was scored against rung four.
A weak rung followed by the best available next move is the pattern worth having, and an average hides it completely.
Eight ordering exercises on who hears what and when — the part of a restructure that nothing else in this market measures.
The promises that hold and the ones that end a manager's usefulness, scored against the authored priors rather than against a guess.
Order, the line, the room and afterwards — each written as what it gets you and what it costs when it runs unchecked.
Taken from the part where your moves cost the most, naming a situation and a behaviour.
Inside your report
Illustrative sample — your report is generated from your own responses.
Each rung is scored against what was available at that rung. A poor decision early is not counted six times.
Eight ordering exercises score the sequence rather than the sentence. Nothing else in this market tests it.
A weak rung followed by the best available move at the next one. The pattern worth having is not a clean week; it is the return after a bad rung, and averaging hides it completely.
Built for
- Managers who may have to deliver a redundancy decision and have never done it
- HR partners preparing line managers before a restructure
- Team leads asked direct questions before anything is announced
- L&D teams who want a measurement rather than a workshop on the same subject
Practise the week, not the fifteen minutes
40 exercises across six formats · about 45 minutes · a path drawn rung by rung, recoveries counted, and the sequence scored.
₹1,199 (incl. GST) · assessment and full report, nothing further to pay
Frequently asked questions
No. It does not state the employment law of any country and it does not assess whether a selection was lawful or fair. It measures judgement about sequence, disclosure and delivery, and it is not a substitute for advice on a real case.
Because an early error would otherwise be counted six times. Each rung is scored between the worst and the best move that was actually available at that point, so a good recovery from a poor position earns full marks where you make it. Reporting it any other way would be presenting our own arithmetic as your failure.
They are the part almost nothing else measures. Who hears the news, from whom, and in what order decides more of the outcome than the wording of any single conversation, and it is an authoring decision you have to get right before the day rather than during it.
Yes. The situations include the ones HR partners are asked to handle — briefing a manager, sitting in as the second person, and being asked for criteria — and the report reads the same for both.
About forty-five minutes for forty exercises. ₹1,199 in India, inclusive of GST, or US$11.99 elsewhere, one time, for the sitting and the full report.
Each one takes a single capability, puts you inside the situations where it is actually tested, and scores your choices against published evidence — with a report designed for that capability alone, not a template. They span hiring, compliance, education, operations and personal skill.
Browse the catalogue →Methodology: Forty original exercises across six formats: twelve situational items of which six form a single ordered week, eight ordering exercises, six select-every-that-applies items, six keyed claims, four most-and-least forced choices and four match-the-following exercises. Construct statement: it measures the judgement a manager applies through a restructure - the order in which people are told and by whom, what can be said and what must never be promised, how the conversation itself is delivered, and what is done afterwards with the people who leave and the people who stay. It does not state the employment law of any country, does not assess whether a particular selection was lawful or fair, and is not a substitute for advice on a real case. Declared response instruction for the situational spine: behavioural tendency - what you would actually do. The keyed claims, orderings and matching exercises carry a knowledge instruction and are reported as separate strands. Scoring for the six-rung week is a path-value trajectory with recovery credit: at each rung the credit is the chosen move's value expressed between the worst and the best move available at that rung, with the later rungs weighted more heavily, so an early error does not propagate and the best available move from a poor position earns full credit at that point. The standalone situational items and every other strand are chance-corrected against each item's own authored answer priors rather than against a uniform guess. Keying draws on the convergent evidence rather than one framework: Brockner and colleagues on survivor reactions and the fairness of the process; Greenberg's work on interactional and procedural justice in layoff announcements; Baumeister and colleagues on how bad news is received; the breaking-bad-news protocols developed in clinical communication and adapted here to the workplace; Kahneman and Tversky on loss framing; Folger and Skarlicki on managerial avoidance of the conversation; Cascio's research on the outcomes of downsizing; Datta and colleagues on post-downsizing performance; Trevor and Nyberg on turnover after workforce reduction; Cameron on responsible restructuring practices; and the organisational silence literature on why teams stop raising problems. All items are original works written for this instrument.