Jack’s Empowerment and Inspiration: 131. AUTOMATION - Jack’s Redundancy Empowerment - empowering redundancy - empowering redundant workers

Friday, 26 December 2025

131. AUTOMATION - Jack’s Redundancy Empowerment - empowering redundancy - empowering redundant workers - empowering redundant staff

131. AUTOMATION - Jack’s Redundancy Empowerment - empowering redundancy - empowering redundant workers - empowering redundant staff - empowering redundant employees - making redundancy work for you - is redundancy a dead end? - is redundancy the end of the road? - making the most of redundancy - empowering the redundant worker - Jack Lookman - Rita Nnamani - Olayinka Carew - Ola Carew - Jack Lookman Limited - Amebo - Olofofo - Ire o - Ire kabiti - Empowerment and Inspiration - Empowering And Inspiring Generations - Yinka Carew - Olayinka Carew aka Jack Lookman - Jack’s Empowerment and Inspiration

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For many people, redundancy is their first direct experience with the consequences of automation. Understanding this reality is important since healing requires precise responses rather than emotional ones.

Automation does not remove jobs at random. It eliminates tasks that are repetitive, predictable, and easily standardised. Redundancy due to automation is rarely about performance. It's about efficiency. Internalising the wrong rationale undermines confidence and slows recovery.

Following redundancy, many employees focus on filling the identical position they lost. This technique frequently causes irritation since automation typically eliminates roles permanently rather than temporarily. A more effective answer is to determine which aspects of your position were automated and which required discretion, communication, or problem solving. These materials remain valuable.

UK employers continue to need people who can interpret data, manage exceptions, communicate with stakeholders and adapt processes. Automation handles volume. Humans handle nuance. Recovery accelerates when you reposition yourself toward the latter.

Automation also explains why some job searches feel unusually difficult. Roles still exist, but expectations have shifted. Employers want fewer people who can do more complex work. This does not mean you are behind. It means recalibration is required.

Resisting automation emotionally wastes energy. It does not reverse decisions or restore roles. Understanding it strategically allows you to redirect effort toward areas of demand. That redirection is how people regain footing faster.

Automation can also create opportunity. New systems require oversight, implementation, training and improvement. Workers who understand processes from the inside often adapt better than external hires. Experience still counts when applied correctly.

For UK workers considering temporary or contract work after redundancy, automation awareness matters. Short term roles often focus on transition periods, system changes or hybrid environments where human judgement is critical. These roles may not exist long term but provide income and relevance.

Automation also affects how CVs and interviews are evaluated. Many screening processes are automated. Clear language, measurable outcomes and relevance improve visibility. This is not gaming the system. It is communicating in a way machines can recognise.

Emotionally, automation can feel impersonal and unfair. Those feelings are valid, but they should not define next steps. Automation removes functions, not worth. That distinction protects confidence.

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