All businesses have to face up to the challenge of change. It may be driven by organic growth, the loss of a key account, or a merger or acquisition. Whatever the reason, how well you handle it will determine if it ends up delivering the benefits you anticipated.
Many change initiatives fail at the point of execution. Lack of planning and inadequate employee communication are believed to be the main reasons why business changes go wrong and do not deliver the anticipated benefits.
Managing change is a broad discipline because everyone in a business can be affected, either directly or indirectly. That’s why there is a strong connection between employee communication and successful implementation of change initiatives.
Making employees active participants in delivering change through genuine, two-way communication and by listening to their feedback will help to decrease resistance and gain their support to make the change happen. Post implementation communication is equally important. It will help to embed the change and act as a failsafe mechanism to identify any glitches early on and nip them in the bud.
Change management often has significant employment law implications. It may involve changing terms and conditions of employment or redundancies, or it might be as a result of a TUPE transfer.
The steps you must take to ensure a fair process and minimise the risk of a successful employment tribunal claim for unfair/constructive dismissal must be built in to the change plan from the start.