It has been the first time my organisation have been through a redundancy process. During the process, my team (who has no cross work with this team) had to deal with an aprubt desk move, the members who are undergoing a redunancy process to work in our team, and then when my manager went on leave two of those members were put as the acting manager- having 2 months view on their work.
I took myself off to EAP and engaged with all the services provided to manage the stress. However, it culminated in me having a strong reaction to another desk move which further split the team up. I made a health and safety incident report (mental injury) and as my line manager is the Health and Safety officer we flagged it up to her line manager as she felt it was a conflict of interest. I am not being reprimanded for my strong reaction.
The investigation has decided this is an HR complaint not a health and safety incident, and as a result my line manager has been put on performance managment. She is choosing to not take it personally and is engaging in this process as a curiosity so she can learn next time. This is not a bad thing (she is very conflict avoidant) but it doesn't actually acknowledge that organisational process caused the harm, not the behaviour of the manager.
However, I have an issue, I now think there is a management clique that has originated with acting HR leader (mat leave). Since she started, all but one of the HR team have left and recently another members of staff have left because their was an acting director post which was recurited to without a transparent process (govt orginisation), there was also a 12 month project that wasn't advertised orgnaisationally but was recurited to. All of the women who were selected go out regularly for coffees with this HR manager.
Any advice?