What to know in advance of any possible restructure
Short answer: A genuine redundancy can still be found unfair if the process was wrong. It stands up when you can show three things: the role was genuinely redundant, you consulted before the decision, and you have it all in writing. The order of those steps decides the case.
We are seeing restructures and redundancies pick up across our desk as business confidence dips, and the same expensive mistake keeps appearing. Employers put all their attention on the decision: who goes, what it costs, whether the business can carry the role. The process that gets them there barely rates a thought.
At Fair Work, the process is the part that gets tested. A role can be genuinely redundant, the commercial logic can be sound, and the dismissal can still be found unfair because you skipped a step you didn’t know you had to take. Compensation for unfair dismissal is capped at the lesser of 6 months’ pay or $91,550 this financial year. For someone on $100,000, that is up to $50,000 before you have paid a cent in legal fees, lost a week of management time, or felt the distraction of running a dispute.
This matters even if nothing is decided yet
Consultation obligations arrive earlier than most employers expect. Under most modern awards, once you are seriously considering a restructure you are required to tell affected employees, in writing, that changes are being considered, that no decision has been made, and that you want their input before anything is settled. If you are already sketching the new structure, the clock has started.
And if a restructure is just a possibility you are turning over for later in the year, this is the cheap window. Getting your employment contracts, policies and process mapped now, while it is calm, costs a fraction of repairing a challenge later.
The 3 things you have to be able to show
A redundancy stands up when you can demonstrate 3 things: the role was genuinely redundant, you consulted properly before the decision was made, and you have it all in writing. Most employers are confident about the first and have never heard of the other 2.
Gina Bozinovski, our Special Counsel, runs these matters for our clients. Her warning is blunt:
The outcome is almost secondary. What gets tested is the process, and whether you can demonstrate the key steps were met. It’s almost impossible to unscramble the eggs once you get it wrong. In fact, I don’t think you can.
The order of steps decides the case
The documentation has to exist before the consultation starts. The consultation has to happen before the decision is made. Run it the other way, decide first and paper it afterwards, and the record shows exactly that. A decision already locked in and then dressed up as consultation is the first thing that gets picked apart, and there is no fixing it later.
What good looks like
We acted for an employer who ran a restructure the way it should be run. Affected employees were consulted before anything was settled. A support person was available throughout. People were given several days to attend meetings and respond. Every step was put in writing.
The decision was challenged anyway. It made no difference, because the employer could show, step by step, that the process was followed. Anyone can lodge a claim, with or without grounds. Your protection is being able to show, when one arrives, that you did everything correctly.
One more number while we are here. Unfair dismissal is the capped pathway. A claim that goes down the general protections route instead is not capped the same way and can run far higher.
Talk to us before you tell anyone
The most expensive words in a redundancy are usually the first ones said to the employee, because they are often said before the process exists. The cheapest move you will make is a short conversation to map the steps before you act.
- A consultation with one of our employment lawyers, to map the process for a restructure you are considering right now.
- The Legal Line, a subscription giving you as many short calls as you need, so an uncertain cost is never the reason you stayed quiet.
- A Legal Health Check, where we look across your employment contracts and policies and tell you where the gaps are before a restructure puts weight on them.
Not sure which one fits? Book in a free consultation and we will work out the best approach with you. What you say and do in the first few days is what decides the case, so make the call before you make the decision. Once the egg is scrambled, we can’t unscramble it for you.
Common questions about redundancy and the process
Can a genuine redundancy still be an unfair dismissal? Yes. A role can be genuinely redundant and the dismissal can still be found unfair if the process was wrong. At Fair Work the process gets tested, including whether you consulted before deciding and recorded each step in writing. The commercial logic alone does not decide the case.
What do I need to show for a genuine redundancy? You need to show three things: the role was genuinely redundant, you consulted properly before the decision was made, and you have it all in writing. The order matters as well. The documentation has to exist before consultation starts, and consultation has to happen before the decision.
When do consultation obligations start in a restructure? Earlier than most employers expect. Under most modern awards, once you are seriously considering a restructure you must tell affected employees in writing that changes are being considered, that no decision has been made and that you want their input. If you are already sketching the new structure, the clock has started.
How much can an unfair dismissal claim cost? Compensation is capped at the lesser of six months’ pay or the current Fair Work Commission cap. For someone on $100,000, six months’ pay is $50,000, before legal fees and management time. A claim under general protections is not capped the same way and can run far higher.
What is the difference between unfair dismissal and general protections? Unfair dismissal is the capped pathway. A general protections claim is not capped the same way and can run far higher. Anyone can lodge either kind of claim, with or without grounds, so your protection is being able to show you ran the process correctly and have it in writing.
What should I do before I tell an employee their role is going? Map the process first. Decide what has to be documented, when consultation happens and who attends, before anyone is told anything. The first words said to an employee are often said before the process exists, and that is the most expensive moment to get it wrong. A short call with an employment lawyer is the cheapest step.
Curious how this plays out in practice? Read the full breakdown here: AI is flooding Fair Work with baseless claims
Related reading: AI is flooding Fair Work with baseless claims, Before selling : 6 contract problems to fix before a buyer’s lawyers see them.
Last reviewed: 13 October 2026.
