{"id":9778,"date":"2026-06-05T15:15:10","date_gmt":"2026-06-05T15:15:10","guid":{"rendered":"https:\/\/rfblegal.co.uk\/?post_type=insight&p=9778"},"modified":"2026-06-05T15:15:13","modified_gmt":"2026-06-05T15:15:13","slug":"licenciement-economique-restructuration-et-licenciement-suivi-dune-reembauche-guide-pratique-a-lintention-des-employeurs","status":"publish","type":"insight","link":"https:\/\/rfblegal.co.uk\/fr\/perspectives\/licenciement-economique-restructuration-et-licenciement-suivi-dune-reembauche-guide-pratique-a-lintention-des-employeurs\/","title":{"rendered":"Licenciements \u00e9conomiques, restructurations et \u00ab licenciement-r\u00e9embauche \u00bb : guide pratique \u00e0 l'intention des employeurs\u00a0"},"content":{"rendered":"

Redondance<\/a> et restructuring<\/a> are among the most difficult issues employers face, often leading to potential employment<\/a> claims<\/a>. Whether a business<\/a> is reducing headcount, closing a site, changing roles, cutting costs, reorganising teams or trying to change contractual terms, the process needs to be handled carefully. <\/p>\n\n\n\n

For employers, this is not simply an operational or financial issue. It involves legal risk, employee relations, communication, consultation, documentation and timing<\/a>, all of which are essential to avoid claims for unfair dismissal<\/a>. If handled incorrectly, redundancy and restructuring exercises can lead to grievances, unfair dismissal claims, protective award claims, breach<\/a> of contract allegations and reputational damage<\/a>. <\/p>\n\n\n\n

This is also a particularly important time for employers to review their approach. From 6 April<\/a> 2026, the maximum protective award for failure to comply with collective redundancy consultation obligations increased from 90 days\u2019 pay to 180 days\u2019 pay for each affected employee. Employers also need to be aware of the statutory<\/a> Code of Practice on Dismissal and Re-engagement, which came into force on 18 July 2024 and applies where employers are considering changes to contractual terms and conditions<\/a>. <\/p>\n\n\n\n

Cet article aborde les principaux enjeux dont les employeurs doivent tenir compte lorsqu'ils g\u00e8rent les risques li\u00e9s aux licenciements \u00e9conomiques, aux restructurations et aux \u00ab licenciements-r\u00e9embauches \u00bb. <\/p>\n\n\n\n

Qu'est-ce que le licenciement \u00e9conomique ? <\/h2>\n\n\n\n

Un licenciement \u00e9conomique survient g\u00e9n\u00e9ralement lorsque le besoin d'un employeur de faire appel \u00e0 des salari\u00e9s pour effectuer un type de travail particulier a diminu\u00e9 ou a cess\u00e9, ce qui peut donner lieu \u00e0 des pratiques de licenciement suivi d'une r\u00e9embauche. Cela peut \u00eatre d\u00fb \u00e0 des difficult\u00e9s financi\u00e8res, \u00e0 une baisse de la demande, \u00e0 des changements dans la structure de l'entreprise, \u00e0 l'adoption de nouvelles technologies, \u00e0 l'externalisation, \u00e0 la fermeture d'un site ou \u00e0 une modification de l'organisation du travail. <\/p>\n\n\n\n

A redundancy situation does not always mean that the business is failing. It may be part of a strategic<\/a> restructure, a cost-saving exercise, a change in management structure or a decision to reorganise roles. <\/p>\n\n\n\n

Ce qu'il faut retenir pour les employeurs, c'est qu'une raison commerciale valable ne suffit pas \u00e0 elle seule. Les employeurs doivent \u00e9galement respecter une proc\u00e9dure \u00e9quitable avant de proc\u00e9der \u00e0 des licenciements \u00e9conomiques. <\/p>\n\n\n\n

Employers should therefore avoid treating redundancy as a decision that has already been made. Consultation should take place before final decisions<\/a> are reached. <\/p>\n\n\n\n

Pourquoi les employeurs devraient-ils prendre au s\u00e9rieux les proc\u00e9dures de licenciement \u00e9conomique ? <\/h2>\n\n\n\n

Il existe plusieurs raisons pour lesquelles les employeurs devraient prendre au s\u00e9rieux les proc\u00e9dures de licenciement \u00e9conomique. <\/p>\n\n\n\n

First, there is the legal risk. A redundancy dismissal can be unfair if the employer does not consult properly, uses an unfair selection pool, applies unreasonable selection criteria, fails to consider alternatives or appears to have predetermined the outcome<\/a>. <\/p>\n\n\n\n

Secondly, there is the financial risk. Where collective<\/a> consultation obligations apply, the potential exposure can be significant. Employers proposing to dismiss 20 or more employees as redundant at one establishment within a 90-day period must follow collective consultation rules. A failure to comply can result in a protective award of up to 180 days\u2019 full pay for each affected employee. <\/p>\n\n\n\n

Thirdly, there is the management risk. Redundancy and restructuring exercises can quickly damage morale, productivity and trust<\/a> if employees feel the process is rushed, unclear or unfair. <\/p>\n\n\n\n

En pratique, le principe est simple : les employeurs doivent planifier soigneusement les mesures de licenciement et de restructuration avant de les annoncer. <\/p>\n\n\n\n

Pr\u00e9parer un plan de licenciement \u00e9conomique ou une restructuration <\/h2>\n\n\n\n

A well-managed redundancy process starts with planning<\/a>. <\/p>\n\n\n\n

Before speaking to employees, employers should be clear about<\/a>: <\/p>\n\n\n\n