Soc Org Moving Forward4

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Click to edit Master title style Click to edit Master text styles Second level Third level Moving Your Organization Forward Staffing for Organizational Change Bob Lewis APT, Inc Presented to LWHRA on June 9, 2009

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Transcript of Soc Org Moving Forward4

Page 1: Soc Org Moving Forward4

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Second level

Third level

Moving Your Organization Forward

Staffing for Organizational ChangeBob LewisAPT, Inc

Presented to LWHRA on June 9, 2009

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The trouble with turmoil

• Staffing during disruptive change is not like staffing during other situations

• High stress• Fast turnaround• Significant uncertainty • High visibility• Legal exposure• Eroding morale• Turnover of key talent

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The risks…

• Short-term actions that create long-term pain

• Perception among employees that changes made rapidly are unfair or arbitrary

• De-motivation and burnout• Uncertainty & survivor effects

• Employment litigation

• What is the biggest risk?

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The biggest risk

• The vast majority of firms that downsize…• Fail to cut costs• Fail to increase profits• Are financially outperformed by

companies that don’t downsize• Have a lower stock price

• …two years after the downsizing

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Difficulties managing change

• Inadequate plans• Poorly planned staff cuts

• Majority of firms hire displaced employees (full-time or contractor) at higher wages

• Little attention to survivor effects• Stress, increased workload, higher

tendency to turn once economy turns positive

• Managers and HR—survivor and victim effects

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If things were logical…

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Your challenges

• What is disrupting your organization?• What staffing implications did/are you

facing?

• What response/action did you take?

• What remains to be done?

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Our opportunity

• Explore how to use elements of the change model to best support where you are in the change process

• Discuss how different organizational changes require different approaches

• Moving forward—how to get the organization focused on the future

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Drivers of disruptive change

• Business drivers with implications for people• Strategy driven

• M&A• Efficiency driven

• Restructuring• Cost driven

• RIFs

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Mergers & acquisitions

• Key question:• How can we quickly align the workforce

with the strategic forces driving the merger/acquisition?

• Key challenges:• Driving cultural integration/alignment

while staying focused on productivity • Keeping morale high while eliminating

redundancies• Assessing people when they’re not

known

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And more…

People Impact• Uncertainty

regarding the new organization and team members

• Job (in)security• Refining roles given

M&A goals• Competing cultures

Pitch to Executives• Get talent working

together; form a new and better culture

• Align people with the new strategy/goals; sharpen focus

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The M&A “100 day plan”

PriorCompany

Status

Define/revalidate roles values, standards

Merge or reaffirm culture(s)

Create and align(or reaffirm) people strategies

MergedCompany

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Restructuring

• Key question:• How can we get the restructured

organization up and running?• Key challenges:

• Ensuring new roles/responsibilities are clear• Effectively filling new, expanded roles• Getting people acquainted with new

managers• Getting the organization focused on its

“100 day plan”

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And more…

People Impact• RIFs may

accompany new organization or divisions

• Conducting hiring and RIFs simultaneously

• Uncertainty of the future

Pitch to Executives• Align people with

the new strategy/goals; sharpen focus

• Shore up measurement of talent to ensure payoffs of restructuring

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The restructuring “100 day plan”• Provide Context

• Performance guidance• Organizational performance

• Focus on training• Organizations that train post-

restructuring increase productivity; those that don’t decrease it

• Space to share lessons learned

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RIFs

• Key question:• How can we ensure business continuity?

• Key challenges:• Loss of key capabilities and project

continuity• Ensuring there are staffing contingency

plans• Re-engaging the workforce

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And more…

People Impact• Sudden change

with little time to react

• Survivor and victim syndromes

• Burnout and disengagement

Pitch to Executives• Most downsizings

are unprofitable; need to act

• Keep the focus on the work; decrease uncertainty in the workforce

• Assist those whose workload has increased

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The RIF “100 day plan”

• Communicate!• Project continuity discussions• Value of survivors

• Roll out job specifications • Recognize new scope for changed jobs• Validate continuity for unchanged jobs

• Interventions to address sense of control, survivor/victim syndromes

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The State of Business


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