Left to their own devices and without direct communication a low percentage of people reach out for support.
So the question is: why don’t people reach out for help after a redundancy, even when it’s free, confidential, and strongly recommended?
- The Emotional Freeze
When someone’s role disappears overnight, the first reaction often isn’t action — it’s shock. People retreat, shut down, or try to “handle it themselves.”
Many tell us later they avoided calling because they felt embarrassed, ashamed or feared being judged. Alternatively, they’ve been out of the job market for a while and don’t realise how competitive it’s become, they tell themselves ’it will be fine’. Redundancy can hit at a person’s identity, and when you’re in that emotional fog, picking up the phone feels like climbing a mountain.
- Trust Is Fragile — Especially After a Redundancy
If trust in leadership has been damaged, anything offered by the company can be viewed with suspicion. People may worry the service is being used to check up on them, or that their conversations aren’t confidential. They may think, “This is just a box-ticking exercise.”
Low trust creates hesitation, and hesitation turns into silence.
- The Practical Overwhelm
On top of the emotional load, ‘life’ administration suddenly explodes: finances, Centrelink, super decisions, family pressures, stress, and often a hit to self-confidence. In that headspace, even sending an email or making a first call feels like too much.
And for some, they simply don’t know what outplacement actually involves — so they put it off.
Taking Up Outplacement Is One of the Best Things An Employee Can Do
When people do engage, the shift is remarkable.
It helps them regain control
They move from shock to a clear plan. Routine returns. Things feel less chaotic.
It rebuilds confidence
As they consider their achievements and contributions in past roles in preparation for future applications, people’s confidence returns.
It strengthens their job search
They get a current, targeted resume, a sharper LinkedIn profile, and up-to-date job-market insights. They’re better prepared for interviews and move faster toward a new role.
It improves their mindset
Speaking with someone outside the company helps them process the experience without bitterness. They feel heard, supported, and more hopeful.
It opens doors that aren’t visible from home
Networking guidance, accountability, structure, real-time feedback — these things change outcomes.
In short: outplacement helps people land on their feet quicker and with far less emotional fallout – our research shows, people transition up to 3 times faster than when they go it alone..
It’s in the Company’s Best Interests
A lot of organisations underestimate what’s at stake.
It protects reputation
Former employees talk. If they feel abandoned, it spreads. If they feel supported, the story changes.
It reduces risk
Outplacement gives people a safe outlet to decompress — which means fewer complaints, fewer escalations, and far less resentment.
It stabilises culture for those left behind
Survivor employees watch everything. When they see real support, even in a tough environment, trust lifts a notch. It also demonstrates leadership is actually living by the values they espouse
It delivers value that’s already been paid for
If people don’t engage with the service, the investment is wasted. Providing contact details dramatically increases usage and ensures the support actually reaches the people it was purchased for.
The Bottom Line
People rarely reach out after a redundancy — not because they don’t want help, but because the emotional and practical barriers feel too heavy.
When employers help bridge that gap, everyone benefits: the individual, their family, the team that remains, and the organisation’s reputation.
In a low-trust environment, making sure people actually access support isn’t just a “nice to have.” It’s the most human, stabilising, and reputation-protecting thing a company can do.
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