For Salt Lake Potash Manager People and Culture Jacqui Hymus AFAIM, the impact of automation and technological advancement on the resources industry cannot be overstated.
"One of the main reasons for redundancy I've seen is the implementation of new software systems where you had five people putting in data and now you only need one person," she said.
"In the mining industry, new systems have been on-boarded and modern technology is taking care of a range of jobs."
Salt Lake Potash Director People, Culture, Heritage and Community Rowena Roberts said the decision to implement redundancies was a tough one for many business leaders and one which was generally not taken lightly.
"There needs to be a proper business-case justification so it differentiates between whether it is a performance management thing or if it is an industry-based or company-based decision," she said.
"Leadership teams will be questioned and other considerations, options and alternatives to redundancies will be provided."
According to the Fair Work Commission, a genuine redundancy can only occur if the employer follows the required consultation process, notifying the affected employees of the proposed changes, providing them with information on these changes and their expected effects and considering the employees' ideas or suggestions about the changes.
Ms Roberts said proper notice and consultation should be provided in a timely, accurate and respectful manner, along with support and provision of services.
"There needs to be a level of compassion and the employee needs to realise why the company is proceeding with redundancy. It is also in the best interest of all parties to explain the decision thoroughly and respectfully," she said.
"Imagine the impact the redundancy would have on the employee and try your best to personalise the process to make the transition a bit better for them."
Ms Roberts said understanding and empathy were of utmost importance when workplace changes were being made, recommending redeploying and upskilling redundant staff where possible.
"I've come from a company where automation had a big impact, but we had 100 per cent redeployment of affected roles," she said. "It can be done, but it comes down to the soft stuff rather than the hard line.
"Build confidence, enable the opportunity for the employee to be redeployed and equip them with new skills to fit into a new role.
"Support them with employee assistance or with a contact of other networks you have. From a professional point of view, do what you can and go above and beyond, because you're dealing with a person.
"Apply the human factor, be compassionate and caring by giving them real clarity and assurance that it is not a reflection on them as an individual employee.
Ms Hymus advised business leaders to really question the need and the process of redundancy and to weigh the impact on the employee.
"Show them you care and show them all you can do to help them in a very challenging situation," she said.