Redundancy & Redeployment - Ring Fencing & Selection Processes

What is Ring-Fencing?

Ring-fencing describes a focused and closed selection process used during organisational change. It allows particular roles to be offered first to a clearly defined group of employees who are directly impacted by proposed changes. 

This approach helps ensure those colleagues have early access to suitable alternative roles that are the same as, or closely aligned to, their current role. It is designed to minimise potential redundancies and provide fair opportunities for redeployment. Roles within a ring-fence are not opened to the wider redeployment register until this stage is complete. 

Managers, working in collaboration with HR colleagues, should identify which employees are directly affected by the proposed structure. These colleagues will be included in the ring-fence and will receive priority consideration before roles are made available more widely. 

Employees may be considered “impacted” when: 

  • Their current post does not appear in the proposed new structure. 
  • Their role cannot be “matched” or “slotted in” due to significant changes (e.g., less than a 60% match).
  • There are fewer posts available than eligible employees. 

Following completion of the ring-fence stage, any remaining vacancies will then be shared with other colleagues who are at risk of redundancy or who are being supported through medical redeployment. 

The likely ring-fence order is that those in the ring-fence have the priority to be considered for the suitable alternative first where there is a significant similarity to their “at risk” post. Once the ring fence process is completed, any remaining vacancies are made available to those on the redeployment register.  

Vacancies are usually advertised at the same time as they are made available to those who are on the redeployment register. Redeployees must be given priority and do not have to compete with external applicants to support this as a way in which the University seeks to reduce the impact of potential redundancies. It is expected that a recruiting manager would see the redeployee ahead of any external applicants and also consider suitable adjustments to the recruitment process (see HR Guidance Understanding Suitable Alternative Employment).

These terms describe situations where employees can move into a post in the new structure without the need for a selection process. Employees may be matched or slotted in when: 

  • Their role remains unchanged. 
  • A substantial part of their current role (around 60%) forms the basis of the new role.
  • The number of posts is equal to the number of eligible employees. 

Employees would not be matched or slotted in when: 

  • Less than 60% of the role is comparable. 
  • There are more eligible employees than available posts. In those cases, a fair and transparent selection process will be required. 

During consultation, it may be appropriate to consider whether a selection process is needed. Selection processes can vary in approach (informal or formal) and should be clearly discussed with impacted employees as part of the consultation. 

All selection activity should be fair, transparent and appropriately documented to ensure consistency and clarity for everyone involved. 

Different approaches may be used depending on the nature of the role. These could include: 

  • Structured Conversations 
    A supportive discussion exploring relevant skills, experience, recent contributions and transferable strengths. This is not a formal interview, but a way of understanding how well an employee’s background aligns to future service needs. 
  • Expression of Interest 
    Employees are invited to outline how their experience aligns with the role and what they feel they could bring to it. 
  • Light Touch Assessment 
    A short, role related task (such as a prioritisation exercise, short written task, scenario, or demonstration of a particular process). These should directly link to essential requirements of the role. 
  • Review of Relevant Qualifications or Competence Requirements 
    Particularly where the role requires mandatory qualifications, licences, or specific technical capabilities. 
  • Interview 
    Where appropriate, a competency-based interview may be used to explore readiness for the role. 

Selection processes should be inclusive and take account of any reasonable adjustments required due to disability or health-related needs. This includes adjustments which may be advised relating to neurodiversity.  

Because this process is aimed at avoiding redundancy, scoring may also be adapted to reflect an employee’s potential to meet requirements with appropriate support. For example, where an external recruitment process might use a 70% appointment pass mark for the interview and assessment, a redeployment focused process may adopt a lower threshold such as 60%. 

Once the ring-fence stage is complete, colleagues who remain at risk of redundancy will receive formal notice and will continue to be supported through the redeployment register, with suitable vacancies shared with them as they arise.