The UK Higher Education (HE) sector is undergoing significant transformation. Funding pressures, shifting student demographics, technological disruption, and evolving research priorities have driven universities to make difficult structural decisions. As part of this, voluntary redundancy (VR) schemes have increasingly become a tool to reshape institutions in a more collaborative and compassionate manner.
However, for VR schemes to be effective in the HE context — where roles are often long-held, deeply vocational, and identity-defining — staff need clarity, reassurance, and tailored support. One of the most powerful, yet often misunderstood, enablers is career-transition support.
By embedding this support into HR policy and proactively communicating its value, institutions can empower potential leavers to make informed choices — helping to reduce uncertainty, encourage uptake, and preserve the integrity of academic and professional communities.
A Changing Landscape in Higher Education
Unlike many other sectors, HE institutions operate with a complex mix of academic autonomy, public accountability, and long-term employment relationships. Many staff have built careers spanning decades within a single institution or across the sector more broadly. As a result, the idea of leaving — voluntarily or otherwise — can feel daunting, uncertain, and deeply personal.
While voluntary redundancy schemes offer a non-compulsory alternative during times of restructuring, low uptake is a common challenge. Staff may worry:
- What will I do if I leave academia or HE?
- Can I transfer my skills to another sector?
- Is this the right time to make a change?
For HR teams and institutional leaders, the key lies not just in offering redundancy — but in supporting transitions. This requires a policy shift that places career-transition support at the heart of any VR scheme.
Defining and Communicating Career-Transition Support
In HE, career-transition support is often under-utilised or misunderstood. Too often, staff view these services as generic or tokenistic, rather than tailored and transformative. Clear communication and thoughtful policy design can change this.
Career-transition support may include:
- One-to-one career coaching with specialists familiar with HE and adjacent sectors
- CV and academic portfolio development, including applications for non-academic roles
- Support with retirement planning or transitions into consulting, freelance, or third-sector work
- LinkedIn and online presence development for those exploring new career paths
- Mental health and wellbeing support, recognising the emotional impact of career change
Crucially, universities must define what is being offered in plain language and embed this within the formal VR communication strategy. This ensures that staff understand career-transition support is not an afterthought — but an essential component of the process.
HR Policy Considerations for Universities
To deliver effective and ethical VR schemes, HR policies in HE must evolve to reflect the reality of today’s academic and professional environments. Key considerations include:
- Proactively Embedding Career-Transition Support in Policy
Rather than offering support reactively or as a bolt-on, institutions should clearly outline entitlements to transition support in redundancy policies and procedures — including access to third-party providers, the scope of support, and time limits.
- Tailoring Support to Diverse Roles
Career needs differ significantly between academic, professional services, research, and technical staff. HR teams should offer differentiated pathways that reflect these distinct trajectories — whether toward new sectors, research consultancy, independent work, or early retirement.
- Normalising Conversations About Transition
Staff in HE often feel a strong identity attachment to their institution or discipline. By fostering open, judgement-free conversations around career change, HR can help de-stigmatise redundancy and promote it as a dignified and proactive choice.
- Providing Time and Confidential Space for Exploration
Decision windows must allow time for genuine reflection and consultation. Access to confidential, external coaching or advisory services can also increase trust and uptake.
- Supporting Career Development for ‘Stayers’ Too
Those who remain also need reassurance. HR teams should communicate how change will affect workloads, team dynamics, and career development opportunities — reinforcing fairness and transparency throughout the transition.
Supporting a People-First Culture in a Time of Change
Career-transition support is more than just a practical service; it is a signal of respect and investment in staff wellbeing — even as they prepare to leave. In a sector where loyalty and identity are tightly woven into careers, institutions that offer meaningful support through transition will be better positioned to manage change with integrity.
Moreover, institutions that act with empathy protect their reputation not just as employers, but as stewards of academic and civic values. Alumni, former staff, and leavers often become ambassadors, collaborators, or even future employees — making the long-term benefits of thoughtful transitions significant.
Conclusion
As the UK Higher Education sector continues to adapt to financial, political, and structural pressures, voluntary redundancy schemes will remain a necessary tool for some institutions. But their success hinges on more than financial terms.
To encourage uptake and preserve staff dignity, career-transition support must be embedded in HR policy, clearly communicated, and meaningfully delivered. By doing so, universities not only facilitate smoother exits but also strengthen trust, culture, and resilience for the future.
Please do reach out to GetInTouch@intoo.com if you would like to learn more.