Using sustainable employability as part of a reorganisation means not only guiding staff through the change, but also actively preparing them for what comes next. Rather than waiting for roles to disappear, as an employer you proactively invest in your staff’s development potential. This article answers the most frequently asked questions about how to put this into practice.
What impact does a reorganisation have on employees’ employability?
A reorganisation has a direct impact on employees’ employability, as roles change, disappear or place new demands on existing staff. This raises questions about whether an individual’s current knowledge and skills are still aligned with the new organisational structure. Employees face uncertainty about their future, whilst employers are faced with the challenge of retaining and redeploying talent.
During a reorganisation, roles and responsibilities shift. Staff who have been doing the same job for years find that their position is no longer a given. This calls for self-awareness: who are you, what are you capable of, and what do you want? Employees who possess this self-awareness can adapt more flexibly to organisational changes and better position themselves for new or modified roles.
Reorganisations are also a time when hidden talents come to the fore. Employees who are given the opportunity to explore their strengths often discover possibilities they had not previously considered. A reorganisation need not, therefore, be the end of the road, but can instead become the starting point for a new career path.
How does sustainable employability differ from outplacement in the context of a reorganisation?
Sustainable employability focuses on empowering employees so that they remain employable within or outside their current organisation, whilst outplacement is specifically intended for employees who are leaving the organisation and require support in finding a new employer. The main difference lies in the timing and the purpose of the intervention.
Sustainable employability is a preventative and ongoing investment. You start this process before anyone is forced to leave. Employees gain insight into their talents, learn to anticipate change and develop proactively. This increases the likelihood that they will find a new role within their own organisation or be able to move smoothly into another position.
Outplacement begins precisely when an employment relationship comes to an end. The support then focuses on finding work with another employer, strengthening job-application skills and regaining self-confidence. Both processes complement each other: those who invest in sustainable employability at an early stage reduce the need for outplacement and help employees move on more quickly and with greater confidence.
What steps does an employer take to ensure employability during a reorganisation?
An employer ensures the employability of staff during a reorganisation by starting discussions about skills and development at an early stage, providing clarity on the organisation’s vision for the future, and offering practical support. Waiting until roles have officially been made redundant is too late.
Practical steps that employers can take:
- Outline the vision for the future and clearly communicate which roles and competencies are key to the new organisation.
- Hold one-to-one meetings with staff about their current strengths and their aspirations for the future.
- Use talent scans or assessments to gain an objective picture of what someone has to offer and where there are opportunities for development.
- Offer tailored development programmes which are in line with both the organisation’s strategy and the employee’s personal ambitions.
- Create opportunities for internal mobility, so that staff can progress to roles that are a better fit for them.
- Seek external support when there is a lack of in-house expertise or capacity to provide staff with proper support.
The success of this approach depends entirely on a bespoke approach. Every employee has a different starting point, different ambitions and different obstacles. A standard programme is not enough if you want people to actually make progress.
When is the ‘second track’ approach the right choice during a reorganisation?
The second track is the appropriate option in the event of a reorganisation when an employee is unable to return to their own role due to long-term illness or another reason, and there is no longer a suitable position for them within the organisation. In such cases, the support focuses on finding employment with another employer.
During a reorganisation, situations may arise where roles are made redundant whilst, at the same time, an employee is unavailable due to illness or other circumstances. The ‘second track’ then offers a structured pathway to a new working environment outside the current organisation. The support is designed to help individuals explore and make the most of their opportunities in the external labour market.
It is important to start the second track in good time. The longer someone is out of work, the greater the gap between them and the labour market can become. An early start allows more scope for a careful and successful transition to a new employer.
How do you keep staff motivated during a reorganisation process?
Keeping staff motivated during a reorganisation requires transparent communication, personal attention and the provision of prospects. Staff who know where they stand and feel that the organisation is investing in them are more likely to remain committed and dedicated.
Uncertainty is the biggest demotivator during a reorganisation. When staff do not know what will happen to their roles, their attention is drawn away from their work and shifts towards worries about the future. Regular and honest communication about the progress of the process helps to minimise that uncertainty.
As well as communication, personal support plays a major role. Employees who are given the space to explore their own talents and work on their development feel they have more control over their situation. That sense of having a say is a powerful motivator. People who know what they have to offer and where they want to go approach their work with greater energy, even in uncertain times.
Recognition helps too. A reorganisation places great demands on people, and acknowledging what staff do well and the contributions they have made makes a difference to how they experience the change.
What benefits does sustainable employability bring to an organisation following a reorganisation?
Following a reorganisation, investing in sustainable employability brings an organisation the following benefits: higher productivity, lower sickness absence, greater employee engagement and a more flexible workforce that is better able to adapt to future changes. The organisation is in a stronger position than it was before the reorganisation.
Employees who are well supported through a reorganisation feel valued and are more committed to the organisation. That commitment translates into better work, lower staff turnover and a positive working culture. Furthermore, following a well-managed process, the organisation will have employees who understand themselves, know what they can contribute and continue to develop proactively.
In the longer term, your organisation will build a reputation as an employer that invests in its people. This attracts new talent and makes it easier to retain good staff, even during periods of change. Sustainable employability is therefore not a cost, but a strategic investment in the organisation’s future.
How we support sustainable employability during a reorganisation
At Nieuwkans, we support both employers and employees in incorporating sustainable employability as part of a reorganisation. Our approach is always bespoke, as every organisation and every employee has a different starting point. We use scientifically proven methods, including the BrainsFirst methodology, which identifies natural talents and cognitive behavioural preferences.
What we specifically offer:
- Understanding talents and strengths through talent assessments and one-to-one interviews, so that staff know what they have to offer.
- Two interactive sessions focusing on the organisation’s vision for the future and what this means for individual staff members.
- Personal development programmes which are in line with both the organisation’s strategy and the employee’s ambitions.
- Support for the ‘second track’ programme when an employee moves to another employer.
- Outplacement support for staff who are leaving the organisation and looking for a new direction.
Would you like to know how we can support your organisation during a reorganisation? Take a look at our programme for sustainable employability for employees or contact us directly for an informal discussion.