{"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":"isten-cikarma-yeniden-yapilandirma-ve-ise-yeniden-alim-isverenler-icin-pratik-bir-kilavuz","status":"publish","type":"insight","link":"https:\/\/rfblegal.co.uk\/tr\/icgoruler\/isten-cikarma-yeniden-yapilandirma-ve-ise-yeniden-alim-isverenler-icin-pratik-bir-kilavuz\/","title":{"rendered":"\u0130\u015ften \u00c7\u0131karma, Yeniden Yap\u0131lanma ve \u0130\u015ften \u00c7\u0131kar\u0131p Yeniden \u0130\u015fe Alma: \u0130\u015fverenler \u0130\u00e7in Pratik Bir K\u0131lavuz\u00a0"},"content":{"rendered":"

Redundancy<\/a> ve 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

Bu makale, i\u015fverenlerin i\u015ften \u00e7\u0131karma, yeniden yap\u0131land\u0131rma ve i\u015ften \u00e7\u0131karma-yeniden i\u015fe alma risklerini y\u00f6netirken dikkat etmeleri gereken temel hususlar\u0131 ele almaktad\u0131r. <\/p>\n\n\n\n

\u0130\u015ften \u00c7\u0131karma Nedir? <\/h2>\n\n\n\n

\u0130\u015ften \u00e7\u0131karma durumu genellikle, i\u015fverenin belirli bir t\u00fcr i\u015fi y\u00fcr\u00fctmek i\u00e7in \u00e7al\u0131\u015fanlara duydu\u011fu ihtiyac\u0131n azalmas\u0131 veya ortadan kalkmas\u0131yla ortaya \u00e7\u0131kar ve bu durum, i\u015ften \u00e7\u0131karma ve yeniden i\u015fe alma uygulamalar\u0131na yol a\u00e7abilir. Bu durum, mali bask\u0131lar, talebin azalmas\u0131, i\u015f yap\u0131s\u0131n\u0131n de\u011fi\u015fmesi, yeni teknolojiler, d\u0131\u015f kaynak kullan\u0131m\u0131, tesisin kapat\u0131lmas\u0131 veya i\u015fin d\u00fczenlenme bi\u00e7imindeki bir de\u011fi\u015fiklik nedeniyle meydana gelebilir. <\/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

\u0130\u015fverenler a\u00e7\u0131s\u0131ndan \u00f6nemli olan nokta, ger\u00e7ek bir ticari gerek\u00e7enin tek ba\u015f\u0131na yeterli olmamas\u0131d\u0131r. \u0130\u015fverenlerin, i\u015ften \u00e7\u0131karmalar yapmadan \u00f6nce adil bir s\u00fcre\u00e7 izlemesi de gerekmektedir. <\/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

\u0130\u015fverenler Neden \u0130\u015ften \u00c7\u0131karma S\u00fcre\u00e7lerini Ciddiye Almal\u0131d\u0131r? <\/h2>\n\n\n\n

\u0130\u015fverenlerin i\u015ften \u00e7\u0131karma s\u00fcre\u00e7lerini ciddiye almalar\u0131 i\u00e7in \u00e7e\u015fitli nedenler vard\u0131r. <\/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

Bunun pratikteki anlam\u0131 \u015fudur: \u0130\u015fverenler, duyurular yap\u0131lmadan \u00f6nce i\u015ften \u00e7\u0131karma ve yeniden yap\u0131land\u0131rma s\u00fcre\u00e7lerini dikkatli bir \u015fekilde planlamal\u0131d\u0131r. <\/p>\n\n\n\n

\u0130\u015ften \u00c7\u0131karma veya Yeniden Yap\u0131land\u0131rma Planlamas\u0131 <\/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