When we made sure a reorganisation didn’t lose good people.
When making cuts or restructuring, it’s possible that you might have to lose some good people along the way. However, it’s important to check that you are making the right decisions. Otherwise you run the risk of throwing the baby out with the bath water.
A property company was faced with a significant reorganisation and recognised that a number of jobs had to be redesigned and there would be a number of redundancies – approx 20% of the workforce. While another company undertook the job design work, our consultants carried out a comprehensive, objective assessment of the competencies and potential of all members of staff, including those who were in consultation for redundancy.
The assessment centre included included bespoke work simulation exercises as well as personality questionnaires and ability tests. The results were then compared with information from existing performance data (appraisals and Personal Development Reviews). We then carried out rigorous interviews with all participants, using the new job requirements as our guide. The process produced a clear picture of each individual’s strengths, potential for development and real weaknesses.
The results surprised the client: some staff who were on the organisation’s “most likely to go” list were retained and placed in roles that were better suited to them than the one they were in previously. Some of those valuable individuals may have been lost thought the process as originally designed. All staff who were retained were given a three month development and support programme to ensure they succeeded and this improved their morale considerably. Critically, all staff recognised that the process had been fair and objective, and career transition support was provided to all individuals who did leave the company.
