PROJECT SEVEN: Pre-organisation Process Advice Strategy
The key thing to avoid when reorganising and making roles redundant is an accusation of “unfair selection” and “failure to consult”. The purpose of having a process in place is to be able to prove the organisation selected well and consulted appropriately about the organisational changes.
Action
• The need for change is identified and its basis clearly defined.
• The need for change is set out in writing
• The senior manager and the Executive decide how to react to the need for change
• The Executive creates a written plan of action for ratification
• Individuals effected by the agreed plan are consulted first
• The manager brings written plan to SMT for wider consultation
• SMT circulates plan to staff for a period of consultation
• Staff discuss written plan in their DC’s and provide feedback to SMT
• Manager takes account of feedback and confirms the plan
• Final plan ratified
• Individuals effected get written confirmation of proposed changes
• Effected individuals offered personal discussions re the changes
• Formal letter of change proposals to all staff
• Formal letters of redundancy/contract termination sent
• Individuals offered sessions re terms
• Periods of notice worked (or not and beware tax implications)
• Exit interviews offered
• Leaving event(s) of some kind organised
• Individuals leave the company
• Changes operationalised (i.e. changes in line management)
• New structure reviewed in 3 and 6 months
• Report to Directors on new structure
