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How To Manage…
Restructure, Redundancy & Change Mitigate Risks With Critical Employment Law & Effective Employee Management To Ensure Seamless Internal Change.
Heather WhitakerPeople Strategies Ltd
Change ….
• Is constant
• Can be positive – and still difficult
TODAYPeople process - planning and execution – before, during and after - and finish with an opportunity for questions
Every situation is different and you need to be thoughtful and creative
Maintain product quality
Minimise disruptive behaviour
Reduce risk of legal
issues
Retain those you
wish to keep
Maintain your
brand / reputation
Keep productivi
ty up
Retain leavers
until they go
It’s about managing risk, helping the company and employees re-engage and resume productive working asap
The Case
Part of a global acquisition, a small site was to be closed. World renown in their field, non unionised with no employee representative body
Highly qualified employees who could move companies very easily locally.
10 year gap in product pipeline
Note – no issues of selection for redundancy
Leading Change – Kotter’s 8
Steps
Urgency Team of leaders Vision
Communicate Vision
EnableShort term winsBuild on the changes
Anchor/ embed
The Case, Planning –The First 3 steps of Kotter• Team formed – local, later extended to members to receiving
site management
• Know what and why you need to change before you start (and who, where, when..)
• Planned communications VERY carefully– On site– Off site– Immediately post announcement
• Extra resources
• Planned elections for consultation
Change Style ContinuumEducation and Collaboration Participation Direction Coerciondelegation
Involves employees in decisions about both what to change and
how.
Aims to equip employees to initiate
changes.
Involvement ofemployees inhow to deliver
change.
Leaderstake decisions.
and useauthority to
direct change.
Use of powerto imposechange.
Spreads support forchange. Ensures wide base of understanding.
Spreads support and ownership of
change by increasing levels of involvement.
Spreads ownership and support for
change, but within a more controlled
framework. Easier to shape decisions.
Less time consuming.
Provides a clear change direction
and focus.
Allows for prompt Action.
Takes time & fact-based argument may
not be enough to convince others of need for change.
Time consuming.
Little control over decisions made.
May lead toparadigm change.
Can be perceived
as manipulation.
Potentially less support
and commitment.
Proposed changes may be resisted.
Unlikely to achieve buy-in
without a crisis.
A Communications Plan
Stakeholder Management (Internal and external)
Map who will be in which box and adapt comms:
Positive
Neutral
Negative
Low High Level of influence/Power
PRIORITIES
Managers training
Legal and practical considerations
What is Consultation? Employee Representatives – the nomination process and key aspects
of the role Consultative meetings
Possible outcomes after consultation process is over
The role of managers during consultation
• Business as usual Communication
121s – your role in them, the skills needed and scheduling The Transition Curve
3. Support and communication
The Transition Curve
Denial
ShockAnger & Frustration
Depression
Acceptance & Experimentation
Hope
Mor
ale
and
com
pete
nce
Time
Communication Time Lag
Level of adjustment
Communication cascade Inner c
ircle
Senior
manage
ment
Middle
management
Employe
e
audience
BusinessNeeds
Assess andacquire
Identifyand
retain
DevelopDeploy
Engage
Plan for your Identified Talent
• All planning kicked in – career transition, Occupational Health
• Consultations and elections – briefs needed
• Mitigating losses – Kotter’s Short tem wins– EVERYONE offered a new role – vacancies frozen– Attractive offer– Key talent got an extra-enhanced offer– Cross site visits – discussions of options. Complete career changes
provided– Early retirement with full pension
Action!
Project Management
Project Manager
Relocation ,Recruitmentand training
Redundancy/redeploymentand Retention
Operations FinanceConsultation/ communication
Project Sponsor
• Managerial early briefing
• Announcement - Tuesday
• Involve employees early where ever possible or, at least give some control back
• The value of assessment centres in recruitment
Learnings
© Motivational Maps Limited 2014 All rights reserved.
McKinsey 7S Model
Communication Approaches
• People either:
• Relocated getting new roles, generous relocation packages, full induction, career transition for partners, etc. This was “survivor care”
• Or
• Redundancy payment with career transition. Periodically we announced landed figures
• One group asked for something different – funds for a start up
The Case
• … Did OK too!
• Full pipeline
• Became biggest and most successful area of research
• Kept much of the top talent – some in the start up
And the Company …
1) Delayering a large unionised manufacturing facility with loss of jobs. Additional losses (and reduced overtime) through process improvements and shift pattern changes. Early “burning platform” communication, union involvement and voluntary redundancy agreement. Employees working on improvement / shift pattern teams.
2) An internal reorganisation meant that departments in different locations now came under one division. The product pipeline meant one site was quiet and the other busy. New organisation design introduced matrix, cross training and careful project planning. Consultation about changed roles.
Every Situation is Different
And what works for one may not work for another
In summary Legal and project management are absolutely key
Plan long – involve the best people – and get internal sponsorship
Activity spikes when you go live – additional support frees you to communicate and reassure
Involve line managers – train in the process and key stages
Know your people - 121s have to be legally right and supportive of BAU
Do it in an emotionally intelligent way – support, empathise and communicate
Restructure, Redundancy & Change
Any Questions?
A business focused HR Director with over 15 years senior professional experience across sectors and cultures
Core capability in restructuring and transformation • conducted in all the main
functions of a company (R&D, manufacturing and commercial)
• face-to-face, UK and global• Unionised and non
unionised
Heather Whitaker
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