Agree with everything littlemydancing says.
Couple of other points. It's unclear from your post whether it's just people in your team or a wider thing. All LMD's suggestions are good, but also crucial is consistency. Make sure you know whether there is an overall communications/management plan for the redundancies. Contribute suggestions to it if you can, but don't instigate your own plan outside of that if there are other teams that are affected that will be treated differently - that will negatively affect their situation. Be proactive and talk to HR about your suggestions, make sure it fits in with what's happening elsewhere.
Other suggestions
Make sure employees (all, not just those actually being made redundant) know where they can go for advice, assistance and support. This might be someone specific in HR, someone else in the organisation, you can also give outside phone numbers for support organisations if you think it's appropriate - don't know if your organisation uses an employee counselling line for example. Some point of contact often outside of their line management structure can be useful.
Make sure employees who are being made redundant know that they can take paid time off for interviews or job hunting. Offer them help with cvs if you can - HR obvious source for this but clearly check first before offering them and if they are not able to do it, you could. Help them draft responses to advertisements.
People who are left -
Will be anxious about job security - have individual meetings if possible to talk about their role going forward and reassure them.
Will be hugely critical of the redundancies if there is anything at all that is not handled perfectly and fairly. Make sure they get a full explanation of what's happened and know what policies/selection criteria were used.
Talk to them about why this was necessary, what changes are needed and why, and involve them in the 'moving on' process if possible.