Socially safe reorganization

A people-centered approach to reorganizations

In this time of major staff shortages and economic setbacks, it is especially important to reorganize in a socially safe manner. Offer employees as much clarity as possible and proceed carefully and fairly.

Organizations will always need to keep changing to stay relevant, whether driven by technological developments such as the advent of AI, by market developments or by societal changes. Change can happen very organically: work processes and associated tasks and responsibilities change gradually, and employees grow with them. But it is also possible that things have to change abruptly, for example in the event of (unexpected) economic setbacks.

Especially in such times, it is extra important to reorganize socially safe.

Agility as a new skill

Socially safe reorganization begins by fostering a culture of flexibility in which people are comfortable with change. You can actively manage that as an HR professional or management. Change is the new normal.

Make sure people understand that agility is a strategic choice and that change is necessary to stay relevant. This will make it less difficult for them to part with old patterns, habits and customs.

Roles instead of positions

In such a culture of flexibility, it is more often possible for change to happen organically. As an HR professional and employer, you do have something to do in this regard. It starts with thinking ahead and developing different scenarios for future change. Think about what you will need in the future in terms of capabilities and competencies. Then set up training programs that fit accordingly and focus on developing the competencies that will be desired in the future. Consider digital skills, new technologies and cross-functional capabilities. Encourage people to set development goals that align with expected changes and challenge them to try new things and experiment.

Create opportunities for people to move into other roles or departments within the organization. This increases their employability. In addition, train your leaders in agility and change management. Leaders must be able to make decisions and effectively guide their people through change. You can further make your organization more agile by introducing roles rather than functions, and by rotating these roles regularly in teams, or adjusting the composition of teams once a project or assignment is completed.

Putting people first

The last few years have seen organizations change more and more organically, putting people at the center of the process. Competencies and development are considered, and how they contribute to what the organization needs to achieve its goals. But if there is a drastic change in the job, a loss of job or reduction of jobs, as an employer you are still bound by the UWV’s implementation rules. The rules focus heavily on the content of the job.

With interchangeable positions, they leave little room for choice. While those rules make the process objective, they can also mean that the very people you want to keep are left out. Sometimes you have the opportunity to still offer them a suitable position, but if that space is not there, you will still have to say goodbye.