This article forms part of the reference collection published by Harper James. A redundancy selection matrix is a structured method for comparing employees against defined, evidence-based criteria when fewer roles remain than employees in a proposed selection pool.
Start by identifying the genuine redundancy situation, the affected work and the proposed selection pool. The pool should reflect the roles that are interchangeable or sufficiently similar, rather than being designed to target a particular individual. Employers should consult employees and, where applicable, recognised trade union or elected employee representatives before final decisions are made.
Choose criteria that relate to the future needs of the organisation. Common examples include relevant skills and qualifications, performance supported by documented appraisals, disciplinary record, attendance excluding disability- or pregnancy-related absences, and length of service. Criteria must not disadvantage employees because of a protected characteristic or because they have exercised an employment right. Attendance criteria require particular care where absences relate to disability, pregnancy or maternity.
Give each criterion a clear definition, a consistent scoring range and an agreed weighting. For example, a skills criterion could be scored from one to five against specified competencies, with the highest weighting assigned to skills most relevant to the remaining roles. Avoid vague categories such as “attitude” unless they are broken into observable factors and supported by records.
Prepare an evidence schedule for every score. This can include job descriptions, qualifications, performance records, training records, attendance data and disciplinary documents. Managers should score independently before comparing results, and any moderation should be recorded with reasons. The matrix should inform the decision, not replace individual consultation or become a mechanism for correcting disputed scores without investigation.
Share the proposed criteria and, where appropriate, relevant scores with affected employees during consultation. Give them a reasonable opportunity to challenge inaccurate information, explain mitigating circumstances and suggest suitable alternatives. Recheck the scores after considering those representations, and keep a clear audit trail of changes.
The employer should also consider suitable alternative vacancies, redeployment and any applicable collective consultation duties. In England and Wales, collective consultation rules generally apply where an employer proposes 20 or more redundancies at one establishment within a 90-day period. The statutory consultation period depends on the number of proposed redundancies.
A fair matrix is therefore only one part of a lawful redundancy process. Its criteria, weightings, evidence and application should be consistent, capable of explanation and reviewed for discriminatory effects before final dismissals are confirmed.