Restructuring

In a nutshell: What's it all about?

Redesigning existing structures, processes and procedures is sometimes necessary in order to align the organisation with changing requirements, but it usually also has an impact on the employees concerned.

Opportunities and possibilities

People are not fundamentally opposed to change. However, the loss of familiar structures often leads to uncertainty about the ability to cope with change or even job security. With good change management and effective communication, you can guide your team through the phases of change and bring about the improvements targeted by the restructuring in a way that equips the organisation and structure to meet future challenges. Use the opportunity to further develop the skills of your employees so they can realise their full potential. Targeted resource planning (FTEs, office layout and allocation, processes, etc.) will also optimise your team structure and reduce pressure on staff.

Get active: How to demonstrate good leadership?

As a manager, actively and regularly involve your employees in the change process at an early stage.
Provide open and transparent information on objectives, background and measures.
Respond to your employees' feelings, fears and resistance to change, and listen to their suggestions and ideas.
In the event of redundancies, look for fair solutions and support the employees affected (in compliance with the redundancy programme).
Seek advice and support at an early stage from HR or Leadership & Development.

Self-reflection: Am I applying my social and leadership competencies effectively?

Driving innovation:

Did I involve the employees in the process and overall considerations at an early stage?
What ideas, suggestions and wishes of the employees regarding the changed organisation were taken into account in the planning?
Was the restructuring successfully implemented?
Which of the hoped-for improvements have materialised?

Acting responsibly:

Have I listened to critical voices?
How did I deal with resistance?
Was it possible to find fair and good solutions for employees affected by redundancies?
Did I inform social partners such as PEKO at an early stage and involve them if necessary?

Enabling people:

Have I provided appropriate support, such as training, for employees to adapt to the new organisation and challenges?
Which competencies were strengthened as a result of the restructuring?

In short: 5 steps to success

1. Provide detailed analysis and planning 2. Ensure regular and transparent communication to deepen understanding 3. Actively integrate employees and if necessary consult PEKO 4. Plan and implement relevant measures 5. Review implementation and make adjustments if necessary

Areas of responsibility: Roles

Manager: responsible for planning, communicating and implementing the transition, managing personnel changes including empowering employees

Employee: participates in the change process, responsible for any new career steps, etc.

HR: offers support and advice for supervisors and employees, involvement and initial coordination with internal departments such as Leadership and Development or PEKO

Leadership & Development: offers support in the organisational and team development process