Redeployment is one of the most important — and most frequently misunderstood — steps in any restructure or redundancy process. In both New Zealand and Australia, employers have a legal obligation to explore redeployment before confirming redundancy. But what does “redeployment” actually mean? What is a “suitable” role? How much effort is “enough”? And how far does the obligation go?
The answers matter. Failing to properly consider redeployment is one of the biggest reasons redundancies are challenged — and one of the easiest mistakes to avoid with a bit of structure and clarity.
This guide breaks down redeployment in plain English so you can navigate this step confidently, fairly and legally across the ANZ region.
First: Redeployment is not optional
Across both jurisdictions, redeployment is a legal requirement when roles are disestablished. Before making someone redundant, you must:
- identify potential alternative roles,
- assess their suitability,
- discuss them with the affected employee,
- document the consideration, and
- genuinely explore the employee’s ability to perform them.
Redundancy should always be the last option — not the shortcut.
What does “suitable redeployment” actually mean?
“Suitable” does not mean “identical”.
It means the role is:
- reasonably comparable in terms of skills, duties or level,
- something the employee can perform, with reasonable training,
- not drastically inferior (unless the employee agrees),
- genuinely available, and
- offered before external recruitment.
The test across NZ and Australia is simple:
Would a reasonable employer consider this a viable alternative to redundancy?
If yes — it must be discussed.
Key factors used to assess “suitability”
Across ANZ, these are the common considerations:
1. Skills and capability
Can the employee perform the role with:
- current skills?
- transferable capability?
- reasonable training?
Reasonable training is expected, especially if the gap is not large.
2. Remuneration
A “suitable” role usually:
- has similar pay, or
- slightly lower pay (if the employee agrees), or
- adjusted pay with negotiated terms
Lower pay does NOT automatically make the role unsuitable — but it does require open discussion.
3. Location
Consider:
- commute
- relocation
- remote/hybrid options
- whether location change is reasonable
4. Hours
Full-time to part-time?
Part-time to full-time?
Split shifts?
Different roster?
Changes may be acceptable if the employee agrees — but should not be imposed.
5. Duties and seniority
The new role can differ — but not to the point that it becomes a demotion without consent.
6. Employment status
Permanent → fixed-term?
Permanent → casual (AU)?
Permanent → contractor?
These are generally NOT suitable unless the employee genuinely wants the change.
What’s the employer’s actual obligation?
You MUST:
- review all current vacancies,
- consider roles becoming available soon,
- consider roles across locations or business units (if practical),
- assess suitability fairly,
- present genuinely suitable roles to the employee,
- allow them to consider and discuss,
- document the process.
You do NOT have to:
- create a role where none exists,
- promote the employee,
- appoint them to a role they are clearly unqualified for,
- redeploy them into a role they refuse,
- offer roles that would pose safety risks,
- change the entire business structure to accommodate one employee.
“Reasonableness” is the balancing point.
Common employer mistakes (ANZ-wide)
These issues regularly lead to grievances or unfair dismissal claims:
- Not exploring redeployment early enough
(It must be considered before confirming redundancy.) - Using subjective reasons to dismiss a role as unsuitable
(“They wouldn’t be interested.” “It’s not really their style.”) - Not consulting the employee about their preferences
(Preferences matter — but must be confirmed, not assumed.) - Not considering roles in other teams or departments
- Overestimating the training required
(Many skills are transferable with minimal upskilling.) - Not documenting the process
(If it’s not documented, it didn’t happen.) - Offering the role too late or after advertising externally
- Using redeployment to ‘test’ the employee
(Redeployment is not performance management.)
These mistakes create unnecessary risk and resentment — even when the redundancy is genuine.
How redeployment discussions should sound
Approach the conversation openly:
- “We have identified a possible alternative role.”
- “Here’s how it differs from your current position.”
- “Here’s what we think is required to perform it.”
- “We’d like your view on whether this could work.”
- “What support or training would help?”
Redeployment should feel like a collaborative discussion — not an imposition.
What if the employee refuses a suitable role?
If the role is genuinely suitable and reasonable, but the employee chooses not to accept it, redundancy may then be justified.
Document the discussion and confirm the employee’s decision in writing.
What about trial periods in NZ?
A trial period (not to be confused with a 90-day clause) may be appropriate for redeployment if:
- both parties agree,
- it is documented properly, and
- the purpose is to assess fit — not circumvent process.
What if there’s only one role available and multiple affected employees?
Then you must apply:
- transparent, evidence-based selection criteria,
- fair scoring,
- consultation,
- clear documentation.
The human side of redeployment
Redeployment conversations are emotional. The employee may feel:
- rejected,
- uncertain,
- overwhelmed,
- defensive,
- hopeful,
- confused,
- grateful — sometimes all in one meeting.
Your tone matters as much as the process.
One HR Unlocked client recently said:
“We treated redeployment as a conversation, not an obligation. Two people moved into new roles — and what could have been a stressful restructure ended up strengthening our team.”
That’s the power of doing it properly.
The bottom line
Redeployment is not a box-ticking exercise — it is a fairness exercise.
Across New Zealand and Australia, the key principles are the same:
- assess genuine alternatives
- communicate openly
- consult meaningfully
- consider reasonable training
- document everything
- treat people with dignity
When redeployment is handled well, redundancies reduce significantly — and your culture strengthens.
If you want ANZ-ready redeployment templates, suitability checklists, consultation scripts and role assessment tools, HR Unlocked gives you everything you need to run a low-risk, fair and human process — without the consulting fees or the legal jargon.
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