IN the current financial climate, some companies in the construction sector are having to reduce overheads and lay off staff to survive until the economic upturn emerges.

The natural reaction for many employers is to concentrate on those who are losing their job.

Often they lose sight of those who remain with the company, perhaps assuming that those who have avoided redundancy will be happy that they are still in a job.

However, job losses can impact on the redundancy survivors whose morale and commitment can be affected and whose trust in the company can also suffer.

They are also likely to experience greater workloads and the pressure of changing work patterns and responsibilities.

It should be remembered that companies have a duty of care for workers' health and safety in the work place.

This not only covers working with equipment.

Employers also have a statutory duty to assess the risk to their employees of stress-related ill-health arising from work and to take measures to control that risk.

Changes in a workplace can trigger work-related stress. In fact, this is something that the Health and Safety Executive lists as a key factor on its website under the section outlining the causes of stress – www.hse.gov.uk/stress/further advice/whatisstress.htm

How employees' workloads and patterns are going to be managed to prevent them suffering high levels of stress must be factored in to the redundancy process.

Specialising in construction, Irene Liddle, of Maia Evolution, helps contractors to improve business through the people they employ. She recommends the following strategies:

Proper communication with all staff during the redundancy consultation process is an important starter to easing anxiety.

Train managers to look for signs of stress and ensure they have the skills to manage the remaining employees in a supportive manner throughout the reorganisation period.

Carry out regular assessments focusing on the risk of staff developing stress-related illnesses as a result of their work. The HSE website provides detailed guidance on this.

Monitor absences closely and use occupational health input where required.

Consider any retraining needs employees will have after a reorganisation.

Have a "survivors' strategy" in place.

Line management should have regular discussions with staff to ensure they feel supported in their new roles or new reporting structures.

It is vital that construction companies manage change effectively to ensure that they have a committed and loyal workforce ready to embrace post-recession opportunities.

Catriona Lingwood, chief executive of Constructing Excellence in the North East.