The newspapers are full of it: reorganisations, one after another is announced. Unfortunately, we know that less than a third of the reorganisations are successful and bring about a positive change. We also know that reorganisations are often experienced as complex and long-running pathways, with many losers. What are the success factors for a successful reorganisation? You can read it in this article.
‘Successfully’ is a relative concept when it comes to reorganising. Unlike other change pathways such as the implementation of a new system, a reorganisation also affects the personal situation of employees. A new or changed role, change or loss of income or in the worst case losing a job. How can that be successful? We consider a reorganisation successful, when both employee and organisation are satisfied with the final result.
The 3 most important success factors
- House in order: first the house must be in order. This means that there must be insight into the current organisational structure, personnel data, collective labor agreement (CLA) and special arrangements. Only then it can be started with the actual execution of the reorganisation. Of course, you will think… Experience, however, shows that these data are often not even up-to-date, complete or – let alone – available. Taking the time to get the house in order contributes to a smooth and careful reorganisation.
- Clarity: of course, unrest, uncertainty or even disrupted trust are not desired with reorganising. The timely involvement and supervision of employees and other stakeholders such as the Works Council (WC), trade unions and the Employee Insurance Agency (UWV in the Netherlands) can have a major impact on the overall engagement. A reorganisation can only succeed if the reason for the change is clear and happens. A clear change message, through the right communication channels, with understanding of emotions and a clear planning form the foundation.
- Certainty: all those involved in reorganisations need to know where they are in the intended situation. Preferably as soon as possible. For example, certainty can be about a personal, financial situation, but also about (loss of) work or support in finding a new job. Certainty begins in this context when monitoring existing laws and regulations. In addition, the organisation can make agreements with the WC and trade unions on the process and facilities offered to employees. The definition of a transparent social plan, one which is not obligatory, can make a difference. It provides all those involved with clarity and thus certainty about the process and consequences of reorganisation.
Reorganisations with the ‘Reorganiser’
Fulfilling the aforementioned success factors requires expertise from different disciplines, such as communication, coaching, organisational advice and legal support. Also, when implementing a reorganisation, proven concepts, processes and templates can help you achieve the desired result. Quintop has brought together her knowledge and experience in the field of reorganising in the ‘Reorganiser’. The Reorganiser offers a careful approach and expertise to ensure that the reorganisation process can be handled efficiently and carefully, that the employee is treated in a correct manner and that the legal requirements are met.
Succesfully reorganising, it can be done!
Despite the many uncertainties and resistance that a reorganisation generates, a reorganisation can indeed be successfully completed. By ensuring the house is in order, clear and timely communication and taking into account the applicable laws and regulations, a desired result can be achieved for all parties. And the Quintop ‘Reorganiser’ offers the necessary guidance.