Businesses are often not fully equipped to plan, prepare and manage restructurings and reorganisations, potential redundancies, mergers and business transfers. Typically designed as a two-day programme, we can help you prepare for the:
Legal aspects of reorganisations
The legal framework surrounding organisational restructures is tricky and particularly difficult for the HR professional to navigate. Information and Consultation, business transfer legislation and redundancy management are but a few of the areas that HR needs to understand in order to maintain effective employee relations and avoid tribunal claims.
People aspects of reorganisations
It is just as important for HR to understand and be able to implement the critical non-legal aspects of restructurings. Dealing with staff morale, motivation, productivity and communication of change initiatives is just as important as legal compliance when it comes to change management.
Who will benefit?
HR and personnel professionals, employee relations managers, communication executives, HR business partners, heads of people management, organisational development specialists, learning managers, change managers, in-house legal advisors.
- Get to grips with the legal framework surrounding organisational restructurings
- Develop the skills and knowledge to handle redundancies
- Realise how to avoid common pitfalls when navigating the legal minefield of reorganisations
- Understand the change process, its psychological impact, and how to manage resistance to change
- Explore how communication can facilitate the change process and learn how to implement effective communication strategies
- Equip your leaders, managers and change agents with the skill set to maximise team dynamics and successfully lead the organisation through restructures
- Access core approaches to minimise disruption to your business
View typical programme content
Examing the legal aspects of reorganisations, restructures and redundancies
The legal context of contract variation
- Making and varying employment contract
- Individual and collective consultation
- Gaining consent
- Dealing with grievances
- Avoiding constructive dismissal and claims for breach of contract
- Introducing flexibility into the employment contract – lessons learned from Home Office v Evans and other significant case law decisions
Information and Consultation
- The duty to inform and consult – how must this be applied?
- How far must consultation go – UK Coal Mining v NUM
- Knowledge sharing under the latest regulations
- Collective versus individual consultation
- Managing the consultation process – best practice guidance
- Protective awards
- Working with trade unions
- Redundancy selection
Managing redundancy – best practice guidance
- What are the key legal issues for HR? What regulations apply?
- Redundancy or reorganisation?
- Developing a plan for redundancy
- Avoiding unlawful discrimination
- Redundancy payments
- Dispute Resolution Regulations
- Redundancy and unfair dismissal
- Approaching and consulting with trade unions
- How do you seek volunteers for redundancy?
- The pool for selection and fairness of selection
- Offers of suitable alternative employment
- Retention bonuses and no-cash incentives
- Case law update: list recent cases
Introduction to TUPE
- Relevant transfers – transfers of undertakings and service provision changes
- When do the TUPE regulations apply?
- Identifying who transfers
- Which rights and liabilities transfer?
- Informing and consulting and employee liability information
- ETOs and changes to terms and conditions
- Harmonising terms and conditions
- Dismissals pre and post transfer
- Recent case law
Avoiding common pitfalls when dealing with reorganisations, restructurings and redundancies
- Top tips for HR when managing restructures
- Discussing frequently occurring scenarios and HR best practice solutions
- Getting the communication process right
Facilitating the change process
Welcome, introduction and objectives for the day
- Reorganisations, restructuring and redundancies – different reasons for change from the strategic to the operational, and consequences and impact of each
- Exploring why changes fail and critical factors to move to success
Examining common people challenges and issues during an organisational restructure
- Understanding the change process and the psychological impact of change: what you can do to manage reactions and resistance to change
- Exploring the principal stages of change and key initiatives to navigate successfully through each stage
- Assessing readiness to change in your organisation and likely resistance: diagnostic tools and approaches to manage through the barriers
- Selecting for change: exploring different options and approaches to manage the transition through a restructure. Getting from where you are now to where you want to be
Managing redundancy: options to minimise the impact on the individual and the organisation
- Handling the meetings: skills sets to do it well, possible reactions from people, selecting who to conduct the meetings and skilling up your managers
- Managing the impact on others not affected by the redundancies
- What to do during the consultation process: how to handle the period of unknown for people
- Options and possibilities to optimise your support to the individual, and manage the impact. What can your organisation offer and provide as an employer of choice?
The crucial role of communication in facilitating the change process
- Effective communication strategies, skills and tools to support change initiatives:
- Exploring different options and requirements at different stages
- Moving from awareness to commitment
- Sustained communication and its impact on employee relations: keeping staff informed and involved at every stage of the restructure
- The role of leaders and managers to promote the vision, model reaction, to cascade and to manage close communication, understanding and exchange
Maximising team dynamics pre and post restructure
- Understanding teams and the process of team development:
- What happens to a team during fragmentation and change
- New teams from old
- Processes and approaches to move quickly to a new team dynamic
- What you can do to facilitate success
Equipping your leaders, managers, HR and other change agents to lead and facilitate an effective change process
- HR as business partner: HR’s value added role to lead and support change
- Assessing your leaders: what you can do to support and facilitate them as leaders of change
- Developing awareness and the skills sets to manage people through change and their reactions to change.
- Identifying and working with key players and creating change champions
Mergers and acquisitions: additional considerations
- Why mergers and acquisitions fail
- Merging culture and values: what is culture and can you define your organisation’s values:
- Identifying the culture and values of the transferring organisation.
- What culture will prevail
- How will the transition be managed?
- The top team, and senior management: power and politics, strategy and alignment
Planning for change: project definition and management to ensure successful implementation
- Project definition: your organisation’s reasons for change - clarifying the purpose and goals and defining the scope and reach of the change initiative
- Establishing the change team, roles and champions
- Exploring the scope of impact of the change on other strategies and processes including business planning, training and development needs, performance management
- Monitoring and measuring success