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Purpose - The purpose of this paper is to identify and explain key training needs regarding redundancy handling which is increasingly affecting people, often for the first time Design/methodology approach - The authors use their background in the employee relations area to identify and explain key skills that are involved in redundancy handling. While knowledge of relevant law is part of what is required, it is only one aspect. Managers can suddenly find that they are thrust into a complicated conflict situation, in a deteriorating workplace atmosphere when they may also be unsure about their own job security. Findings - Staff surpluses do not automatically mean redundancy. Options can include re-deployment, short-time working, temporary lay-offs and temporary closure and pay cuts. However, in these situations, as with redundancy, managers may find that the situation may be very stressful. This may be aggravated by a collapse in morale combined with a need to maintain a reduced level of production and/or services. Policies of multi-skilling may both help avoid redundancy in the first place and failing that help with the re-deployment of surplus staff. Training and development may also have a crucial role in helping an organisation adapt to the circumstances that caused a staff surplus. Adaptation is likely to need to include the positive management of redundancy survivors. Originality/value - There are two main features of the paper - it explains the key issues in redundancy handling for people who may be unexpectedly involved in it - which is increasingly likely; it also focuses on the training issues - especially for those having to implement redundancy.