how to thoughtfully communicate a company restructure.

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communicate company restructure

At a time when most organizations are focused on how to attract new talent, many are probably not thinking about having to let go of valued employees. Yet, business cycle fluctuations, mergers and acquisitions and unexpected events, such as a pandemic, can catch companies off guard. The best time to develop a plan for workforce restructuring is well before you need to implement it.  

Forward-thinking companies understand that taking care of employees at the point of departure should be a continuation of an employee-centric experience that begins at onboarding and continues throughout the entire employee life cycle. Properly caring for employees affected by a restructuring is simply an extension of an employee-centered company culture. 

what is company restructuring? 

Company restructuring is a strategy through which business leaders change the direction of their organization to remain competitive. Many cases of restructuring involve downsizing. The company may dismiss employees, eliminate departments or close some of its offices or retail locations. Businesses attempting to downsize may also outsource some operations to save money. In other cases, restructuring may involve the reassignment or alteration of duties within the organization to improve performance or incorporate new technologies. 

Most business restructuring plans include layoffs and are the result of companies becoming less focused on agility than growth. Regardless of the reason, it’s imperative that your company consider your workforce and the potential impact on your employment brand during the restructuring process.

This process usually comes with a displacement of employees through layoffs and early retirements, which means that you will need to pay more attention than ever to your brand during this phase. 

related content: why your organization needs to be prepared for a layoff.

benefits of organizational change 

Company restructuring has its disadvantages, many that can be addressed through communication (covered in the next section). But it also has its advantages. 

  • If an organization downsizes during restructuring, its operational costs may decrease. For example, payroll expenses will be lower if the business dismisses some of its employees. Likewise, outsourced operations are usually less expensive than in-house labor. 
  • Additionally, when a company eliminates layers of management during its restructuring, communication and decision-making often improve. 
  • Business restructuring can be an opportunity to introduce new technologies so that a company can increase its operational efficiency. 
  • When deploying a restructuring communication plan, it’s better to focus on the fiscal health of your company and not the outsourcing. Transparency, yes, but with a focus on what leads to a company’s need to restructure, rather than celebrating the benefits of doing so. 

related content: the emotional side of a layoff – the role HR can play.

change management: why communication matters 

If your company isn’t already having quarterly all-hands meetings about its fiscal health, now is the time to start, whether you see layoffs coming down the road or not. Your employees are the core of your company. Keeping secrets leads to rumors, which may well cause people to jump ship. A simple overview of departmental revenue, profit and loss is sufficient. Be sure to allow time for your employees to ask questions. And if your CEO is presenting, make sure he or she is briefed on how to respond. Being as transparent as possible is key. 

If an employee asks, ’Are we restructuring or going to lay off staff?’ (and you know that you might have to in the future), be honest. Gentle, but honest. You’d be surprised how many people appreciate honesty and how quickly it can starve the rumors. While some employees may actively start looking elsewhere, they’re likely to be employees who have already been in passive job-search mode or who realize their roles are redundant within the new company structure. 

identify those who will lead change management 

There’s a reason why changes like company restructuring can put additional stress on a company’s workforce, and it’s tied to behavioral psychology and neuroscience. Dr. Britt Andreatta is the CEO of 7th Mind Inc., a TEDx Speaker and a  best-selling author  who focuses her research, training and consulting on the subject of neuroscience in the workplace, specifically in the areas of leadership, learning, change and culture. 

When it comes to organizational change, Andreatta says that it’s important for organizations and leaders to understand where each employee is on the change journey. Leaders who are involved in creating and building new organizational strategies have had time to adjust to the new change but employees often have not been given the time to consider, learn about and adjust to those same changes. This is one of the many situations where workplace neuroscience and leadership can help. 

According to Andreatta, there are three categories of people who take part in the workplace change journey depending on the change processes taking place and where they work: expedition designers, guides (who are most often managers) and travelers. 

During layoffs and business restructuring, you’ll want to identify your expedition designers and guides, and make sure your HR leadership team includes a mix of both. The goal isn’t necessarily to soften the blow for your employees, but to help them understand what lies behind your company’s business decisions, explain that the decisions are not personal and convey that your company recognizes and values the personal impact these individuals have made.

These leaders are your company’s support structure. Create collaborative networks and support systems for the leaders placed into new roles and make sure they are not isolated to figure things out on their own. 

related content: reduction in force process guide and checklist for HR managers.

Your HR leaders must be change agents, and your company should ensure that your leadership team is communicating often, sharing what it can about stabilization and how these business decisions are strategically supporting the future health of the company. Candor and transparency are important in these communications. 

Prepare to be proactive rather than reactive. Though company restructuring is potentially tumultuous, the moves you make beyond staff cuts will determine how quickly your organization recovers and is able to move forward. Be aware of some of the – often inconspicuous – challenges that may arise. If all leadership team members are prepared, transparent and comfortable speaking about the process, you’ll avoid some of the consequences of poor employee communication, and ultimately retain a positive employer brand. 

Building transparency and trust that will allow you to keep your candidate funnel full and continue to grow other areas of your business and meet talent demand. 

related content: 5 ways to keep employees productive before, during and after a layoff . 

sample company restructure communication to employees 

A reduction-in-force (RIF) or layoff letter should include the following: 

  • The reason for the RIF or layoff. Be as transparent as possible. Let the employee know what steps you took to prevent this outcome, and that it’s not their fault their position is being eliminated.  
  • How the employee will be affected. If this is a RIF, be clear that their position is being permanently eliminated. 
  • The employee’s last day. Let them know the exact date if you can. If there is any equipment they will need to return, let them know when and how to do that. 
  • When and how the employee’s last paycheck will be paid. 
  • Relevant information about employee benefits, including any severance pay, paid-leave or vacation payouts, how to submit for reimbursements and when their medical benefits will end.
  • How employees can access  outplacement services . Outplacement services are a great way to let affected employees know you support them as they  prepare for the next phase  of their career. 
  • Employee rights, including their right to appeal the company’s decision and to seek legal counsel. 
  • A positive acknowledgment of their service. Say ‘thank you’ and let them know you appreciate their time and dedication. 

Among the items to avoid in business restructuring communications to employees include: 

  • Unclear or wishy-washy language. 
  • Language that suggests blame. Avoid insinuating that employees could have done something different to prevent this outcome. 
  • Language that is dismissive of employee rights or attempts to dissuade employees from asserting them. 

related content: download a sample RIF notification letter.

how to restructure a company or department 

Delivering news of a business restructure is among the most difficult activities HR professionals will face in their careers. With the proper planning and preparation, you can manage this process with calm and grace, helping to minimize stress to your HR team and all employees – whether they’re being let go or are remaining with the company. 

The steps to follow break down into these key activities: 

  • Assemble a team – Establish a team to plan the event. 
  • Hold a planning meeting – Discuss legal, ethical and organizational issues with department heads and managers. 
  • Build a business case – Explain the purpose of the downsizing and leverage this information in your communications. 
  • Choose an outplacement provider – Meet with your services provider to allocate resources, coordinate activities and ensure that your provider can deliver the results you desire. 
  • Provide contact information – Share the list of impacted employees, along with details related to their severance, with your outplacement partner. A finalized list should be provided at least one week prior to notification. 
  • Consolidate plan – Assemble severance packages and finalize plans. 
  • Monitor social media – Keep track of conversations about your organization and workforce action. 
  • Prepare security – For on-site notifications, keep security low profile but have them at the ready in the event an employee has to be escorted off the premises. 
  • Hold notification training – Help managers involved in the notification process to learn or review the do’s and don’ts of delivering the news to employees. 
  • Consider timing – All notifications should be delivered within a short period of time. Virtual notifications require additional preparation. 
  • Provide moral support – Ensure your EAP provider is available the day of the notification to help impacted employees with emotional issues. 
  • Offer career transition help – Make sure your outplacement partner is available the day of the notification or very soon after to debrief employees and register them for outplacement services. 
  • Meet one-on-one – Whenever possible, managers should meet individually with each impacted employee. 
  • Offer resiliency training – Employees who remain will be affected by the layoff event. Providing resiliency training is important for helping them remain secure, focused and productive.  

related content:  how to protect your employer brand: guide to planning and conducting an organizational workforce reduction.

For an organization to remain competitive in a quickly evolving economy and uncertain global climate, leaders have to make decisions that can involve organizational changes, layoffs and restructuring. 

The complexities of these activities and their potential long-term impact on employer brand often require outside help from a partner with the right tools, plans and expertise to ease transitions. As a leading in career mobility and outplacement provider , Randstad RiseSmart   helps organizations deliver employee-first experiences at all stages of the employee life cycle, including at the point of departure to help employees find their new beginnings. 

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company reorganization process

5 steps to include in the company reorganization process

Reading time: about 7 min

Company reorganization often includes a change in the organizational or financial structure of a business. This is normally done through a merger, rebranding, acquisition, recapitalization, or change in leadership. This part of the reorganization process is referred to as restructuring. Planning and communication is key to a successful company reorganization.

That's why a company reorganization process must be undertaken with sensitivity, strategy, and foresight. If you’re shaking up an entire company, the key to success is planning and communication. 

What is company restructuring?

Company restructuring is a corporate management term that broadly refers to a company doing one of the following:

  • Changing its organizational structure, which can involve shifting direct reports to a different manager, reallocating resources to other parts of the business, etc.
  • Changing its financial structure, which can involve selling assets, refinancing debt at lower interest rates, or even filing for bankruptcy

For the purposes of this article, we'll focus on organizational restructuring.

Why do companies reorganize?

There are many reasons for org restructure. The primary reasons for restructuring can include:

  • Something is broken. If your organization isn’t meeting its KPIs, if your processes or employees have become inefficient, or if there are essential tasks that aren’t covered by any position, it may be time to consider a company restructure.
  • Your company has merged with or acquired another organization.
  • An employee in a key position has left, which leaves an opportunity to question the organizational structure.
  • You want to make way for a new opportunity, such as launching a new product or capturing a new market.
  • The needs of your customer base have changed.
  • The organization has grown or is downsizing.
  • Managers have too many direct reports.

Occasionally, companies choose to just undergo a department restructure, which means only a specific department will go through the restructuring process.

When that happens, the company has identified problems or inefficiencies within just one department, but because a company is heavily interconnected, what affects one department often affects other departments. So while it’s certainly easier to reorganize a department, it’s not uncommon for a company to overhaul its entire company structure at once.

company reorganization process

Not sure whether your own company needs to consisder an org restructure? Find out with these 8 signs.

Include these 5 steps in the company reorganization process

1. Start with your business strategy 2. Identify strengths and weaknesses in the current organizational structure 3. Consider your options and design a new structure  4. Communicate the reorganization plan 5. Launch your company restructure and adjust as necessary  

How to restructure a company or department

No matter your reasons for changing your org structure, consider adding these steps to your company reorganization planning process.

1. Start with your business strategy

The first component of company reorganization strategy is finding out why upper management wants to reorganize in the first place. Without understanding the new direction the company’s heading or defining the problem the company is hoping to solve, there is nothing to guide the restructuring process and no way to measure its success.

The business strategy will arm you with the goals or criteria you’ll need to meet with this company reorganization plan—if such a plan is even practical.

If your company hasn’t solidified its business strategy yet, take a step back and go through the strategic planning process  first.

strategy map example

2. Identify strengths and weaknesses in the current organizational structure

With the strategy in mind, you need to consider where your current organizational structure is failing to meet company goals and where it’s working. If you haven’t already, create an org chart to gain an elevated perspective on where your company structure stands now.

org chart example

Part of this org structure evaluation process should be to gather feedback. Too many companies undergo reorganization planning without taking into consideration the people who will be affected by both departmental and company restructuring plans. Your employees often have valuable insights on what isn’t working and what you should continue doing—it’s up to you to gather those insights and include them throughout your company restructure. 

It’s easier said than done, though. Without feeling that their concerns and ideas are taken seriously and are truly anonymous, your employees will be reluctant to divulge any feedback regarding a company restructure. It’s up to you to foster a safe environment in which employees feel their thoughts are valued. Consider sending out an anonymous survey to ask what they would change and how they would approach a company reorganization plan.

It’s also important to listen to key stakeholders in the reorganization planning process and to lean heavily on HR. If you’re in HR, don’t forget to communicate nuances to company restructuring that need special approval and consideration. Documents like union agreements, employment contracts, and work accommodations will all need input from appropriate parties. 

Make sure to weigh the advantages or profit of a potential restructure against the risk, which includes employees leaving due to organizational change. If the problem won’t be solved through restructure, don’t attempt the reorganization. It’s wasted effort—and a potential loss for your company.

company reorganization process

Get your team's support. Learn how to get buy-in for changes to your organizational structure.

3. Consider your options and design a new structure 

After determining the problem with the current company organizational structure, gathering feedback from employees and key stakeholders, and considering all the existing job functions, it’s time to create a new organization model. 

Bear in mind that this newly restructured model is only a first draft—it should change before being implemented. This org restructure should include:

  • The vertical and horizontal lines of authority
  • An indication of who will be making formal decisions within departments
  • Attributes of employees, including skills and experience
  • The definition and distribution of functions throughout the organization and the relationships among those functions

Consider the pros and cons of different types of organizational structures : hierarchical, horizontal, matrix, etc.

As you’re working through options within your company reorganization process, the best way to see the layout and interdependencies of your new structure is to create an org chart . Lucidchart has a variety of restructuring plan templates available, and you can even import employee data from BambooHR, Google Sheets, Excel, or a CSV to create an org chart automatically.

Don’t attempt a company reorg without a visual to clarify your course of action to employees and keep all parties on the same page.

4. Communicate the reorganization

Once you’ve weighed various options in your reorganization planning and determined your best path forward, it’s time to announce the company restructuring plan.

Don’t spring the change on your employees. Make communication and transparency the highest priority throughout your company reorganization process—again, an org chart can help create clarity in this situation, especially paired with details about each role's responsibilities . You might need to communicate separately with managers or anyone with a direct report to ensure that they’ll be able to answer questions and help with execution.

roles and responsibilities framework example

At this point, your employees may provide feedback on the proposed company restructure. As an HR professional or a manager, this is the time to extol the amount of consideration that went into the reorganization plan and the benefits it will provide to everyone. Welcome questions—after all, carrying out a successful company reorganization process from start to finish takes the cooperation of everyone involved.

5. Launch your company restructure and adjust as necessary

The moment has finally arrived to execute the org restructure. Remember that change can be difficult—give employees some time to adjust to the restructuring process and accurately gauge its effects. Think back to your business strategy, and make adjustments if the new organizational structure still doesn’t meet your ultimate goals.

Need help getting employees to accept change? Consider these change management models  to help them prepare.

Start planning your company reorganization now

As a leader, your attitude about the company restructure strategy sets the tone for how it will be received by your employees and co-workers. If you’re excited about the restructuring, that excitement will be reflected in all involved throughout the reorganization process. If you’re somber, expect those affected to be suspicious and maybe even hostile. 

The bottom line is that company restructuring can be a fresh start for everyone; it can revitalize a company, reinvigorate employees, and allow for greater career growth. But planning and communication are key—start your company reorganization process early, get everyone involved, and stay organized to guide your company to a greater, more efficient organizational structure.

company reorganization communication plan

Reorganize your company and plan for the future in Lucidchart.

Lucidchart, a cloud-based intelligent diagramming application, is a core component of Lucid Software's Visual Collaboration Suite. This intuitive, cloud-based solution empowers teams to collaborate in real-time to build flowcharts, mockups, UML diagrams, customer journey maps, and more. Lucidchart propels teams forward to build the future faster. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidchart.com.

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company reorganization communication plan

Need to create an organizational chart to define roles and responsibilities within your group? Get started with these org chart templates and examples! You'll also learn how to create an org chart in Google Docs and how to automatically import org charts with Lucidchart.

company reorganization communication plan

The typical org chart looks like a pyramid, but not every company functions along a hierarchical organizational structure. Let’s go through the 10 common types of org structures and reasons why you might consider each of them.

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Reorganization without tears

Most executives and their employees dread corporate reorganizations, as we can personally attest. During our combined 35 years of advising companies on organizational matters, we’ve had to duck a punch, watch as a manager snapped our computer screen during an argument, and seen individuals burst into tears.

There are many causes of the fear, paranoia, uncertainty, and distraction that seemingly accompany any major reorganization (or “reorg,” a common shorthand for them in many companies). In our experience, though, one of the biggest and most fundamental mistakes companies make is failing to engage people, or at least forgetting to do so early enough in the process. In this article—based on the new book ReOrg: How to Get It Right (Harvard Business Review Press, November 2016), which outlines a step-by-step approach to reorganizations—we concentrate on the lessons we have learned about that evergreen but still frequently mishandled and misunderstood topic: communication.

Employees come first

In our view, it makes sense to think simultaneously about engagement with employees and other stakeholders—unions, customers, suppliers, regulators, and the board—but employees invariably require the most attention . Leaders of reorgs typically fall into one of two traps when communicating with their employees. We’ll call the first one “wait and see” and the second “ivory-tower idealism.”

In the first trap, the leader of the reorg thinks everything should be kept secret until the last moment, when he or she has all the answers. The leader makes the reorg team and senior leadership swear to secrecy and is then surprised when news leaks to the wider organization. (In our experience, it always does.) Rumors increase amid comments such as, “They were asking what my team does,” “I had to fill in an activity-analysis form,” and “I hear that 20 percent of jobs are going to go.” Eventually, after the reorg team produces a high-level org chart, the leader announces the new structure and says that some job losses will be necessary, but insists that the changes will help deliver fantastic results.

Employees, hearing this, only hear that their boss’s boss’s boss is going to change and that some of them are going to lose their jobs. Nothing their leader has said counters the negative impressions they formed at the water cooler.

Ivory-tower idealism is little better. In this version, the leader can barely contain his or her excitement because of the chance to address all the frustrations of the past and achieve all objectives in a single stroke. He or she decides to start the process with a webcast to all staff, telling them about the exciting business opportunities ahead, followed by a series of walk-arounds in major plants and offices. The leader puts a personal blog on the company intranet. Human nature being what it is, however, no one believes what they hear: they still assume the reorg is about job losses and, to them, the leader’s enthusiasm feels discordant, even uncaring. A charismatic boss can all too easily become shipwrecked on a shore of cynicism.

So, how to handle this challenge? Through communication that is frequent, clear, and engaging because it involves people in the org-design process itself.

First, you need to communicate often, much more than you might think is natural. Iain Conn, the chief executive of Centrica and former chief executive of BP’s downstream segment, who has led three major reorgs, told us how important constant communication is: “You need to treat people with real respect and dignity, telling them what is happening and when. The biggest mistake is to communicate once and think you are done. You should keep communicating, even things people have heard already, so they know that you mean it. You should never forget that you should be communicating to both employees whose jobs may be at risk and the vast number of employees who will stay with your company and make it successful.”

Second, you need to be clear on what staff want to know. Why is this happening? What will happen when? What does it mean for me, my job, and my working environment? What do you expect me to do differently?

Research shows that employees anxious about their jobs have significantly worse physical and mental health than do those in secure work: one study, published in 2012, of unemployed workers in South Michigan reported almost half experiencing minor to major depression. Leaders can minimize that anxiety by stating in plain language what they know now, what will come later, and when it will come. They can also reassure people by reminding them of what will not change—for example, the company’s core values, the organization’s focus on customer centricity, or simply the existence of this or that department. The task will be infinitely simplified if it is possible to communicate why the company is reorganizing and what the overall plan is. In essence, communications should move from informing people at the beginning to exciting them when—and only when—they know what their new jobs are going to be. That understanding usually comes after the first big strategic announcement, which deals with the concept of the reorg (and as such tends to excite managers much more than the rest of the staff).

art

Rethinking the rules of reorganization

Broadcast communication through digital channels as well as two-way communication through town-hall meetings are important tools. Each communication is an opportunity to articulate the one big thought of the reorg (a move from print to digital, for example, or an effort to make local managers accountable for their profits and losses) and the three to five biggest organizational changes needed to make this happen.

Staff need time to discuss what a reorg means for their own part of the business. So, in addition to the usual approach of developing question-and-answer briefings and cascading information down the organization through managers, direct communications are essential. Anyone with a question about the reorganization, at any stage—but especially when the new organization is being rolled out—should be clear whom to contact on the reorg team or in the individual’s own part of the business. It can also be helpful to capture feedback or concerns that staff do not want to raise aloud: for example, by setting up a confidential email address or through regular net-based surveys. It’s important to track whether those digital tools are working, of course. During one reorg, three months into the process it was discovered that emails intended for the whole organization had only been sent to senior leaders’ email boxes, where the messages remained. The digital dialogue leaders had hoped to stimulate was stopped in its tracks.

Engagement gets more demanding when the context of the reorg is an expanding business. Elon Musk, CEO of Tesla and SpaceX, told us, “As companies grow, one of the biggest challenges is how to maintain cohesion. At the beginning, as companies get bigger, they get more effective through specialization of labor. But when they reach around 1,000 employees and above, you start to see reductions in productivity per person as communication breaks down. If you have a junior person in one department who needs to speak to another department to get something done, he or she should be able to contact the relevant person directly, rather than go through his manager, director, then vice president, then down again, until six bounces later they get to the right person. I am an advocate of ‘least path’ communication, not ‘chain of command’ communication.”

Some companies extend engagement to involve a cross-section of staff at an early stage of the reorg design. For example, Lawrence Gosden, the wastewater director of Thames Water, the United Kingdom’s largest water utility, covering London and much of the southeast of England, engaged 60 members of staff from a cross-section of the company, including the front line, in shaping the organizational design: “We put them in a room with a lot of diagnostic material on the external challenges and some great facilitation, with the idea of stretching thinking on how we should solve the challenges of the future. We then asked this group to come up with a vision for what the new organization needed to do—including savings. The team came up with a simple vision focused on customer service. We then took the material that had been developed and shared it with all 4,000 members of staff in a way that they could explore what it meant to them as well. This generated an extraordinary level of ownership in the vision and the plan we needed to deliver. Despite the fact that a large number of people were losing their jobs, most people in the organization got to understand why the change was happening and got behind it.”

Such openness from the beginning is a risk and won’t work in every reorg. However, relying on a small team of smart folks to design the details is even more hazardous. When the new organization launches, it will be the employees who determine whether it will deliver value by working (or not working) in new ways and with a different boss (or a different boss’s boss’s boss).

Don’t ignore other stakeholders

Given the costs of not having a communications plan for employees, most executives eventually create one, albeit often too late in the day. Fewer leaders, however, devote significant time to other stakeholders. While staff typically demand the most attention, depending on the business context, as many as four other groups will likely need attention:

  • Unions and workforce councils. In the European Union, legislation requires companies to communicate with representatives of the workforce at an early stage. Ironically, this may make life harder for workers outside the European Union who could end up bearing the brunt of higher savings. In addition, unions in Asia are often important and can be linked to governments, parties, and other power blocs. In general, unions often have clear views of what needs to be changed and can be even tougher than senior management on hollowing out middle layers (though their focus is often on employees who are not their members). In some cases we know, union representatives have become formal members of a reorg team.
  • Customers and suppliers. One danger of a reorg is too much navel-gazing. If the business is customer driven or relies heavily on the supply chain, the new organization must work better for these stakeholders than the old one. So, when you think through how the organization will work in the future, make sure you also consider how it will affect customers and suppliers. Don’t add additional steps or expect them to navigate the complexity of your new organization by having to speak to several people. When salespeople are friendly with their B2B customers—something most companies would encourage—it’s hard to keep the reorg a secret.
  • Regulators and other arms of government. The concern of this group will be typically around health, quality, and safety, though potential job losses and their impact on local economies will also weigh heavily with politicians and civil servants. They will want reassurance at a senior level about what to expect. An example from the Asian arm of an international business shows what not to do. In a meeting with a senior government official, just after the company’s reorg, the country manager of the company was asked for an update on the company’s performance in the official’s country, a discussion that the pair had had many times before. “Oh, no,” the country manager responded, “that isn’t my responsibility anymore. You need to speak to our new operations excellence team in the United States.” Regulators and government officials—like customers—don’t want to have to negotiate the complexities of a company’s internal organization, so it is best to make life easy for them by communicating early in the process.
  • Board of directors. If the reorg is company-wide or likely to have a major impact on company performance, it will be of interest to the board. And reorgs always lead to some short-term penalties. The board should therefore understand what is happening and why, and be aware of the time frame, the benefits, and the risks along the way. At the very least, the CEO or other leader in charge should brief board members individually and collectively on the progress of each step, though some will go further.

Lord John Browne, executive chairman of L1 Energy and former CEO of BP, who has also served on the boards of Goldman Sachs and the UK civil service, has this advice for executives: “The board have to be involved in the design. You should advise them that the path may be rough but that they should ignore the bumps in the road. The board needs to understand the design and what you are forecasting the outcome will be. You need to set out simple milestones and report back on them on whether you are delivering against these.”

Under nearly any circumstance, reorganizations consume a great deal of time and energy, including emotional energy. When proper communication plans are in place, though, leaders can at least reduce unnecessary anxiety and unproductive wheel-spinning. Planning should start long before employees get word of the changes, include constituents well outside the boundaries of the company, and extend far beyond the announcement of the concept design to boost the odds that the reorg will stick.

Rose Beauchamp leads the firm’s client communications team in Western Europe and is based in McKinsey’s London office. Stephen Heidari-Robinson was until recently the advisor on energy and environment to the UK prime minister. Suzanne Heywood is the managing director of Exor Group. Both Stephen and Suzanne are alumni of the London office and are the authors of the new book ReOrg: How to Get It Right (Harvard Business Review Press, November 2016).

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How to Communicate Organizational Change: 4 Steps

Business professionals using sticky notes to plan organizational change

  • 26 Jun 2020

Change can be hard. You may experience this when attempting to break a bad habit or start a better one. Altering your behavior or routines often requires additional effort—at least at first. Organizational change —like mergers and acquisitions , restructuring, and adjustments to organizational processes—is no different.

It’s no wonder then that many organizational change efforts fail. You’re not only trying to evolve your own approaches and habits, but convince others to change their own. This lack of change management skills can make organizational initiatives difficult to execute, so it's important that managers develop the competencies needed to lead their teams through periods of transformation.

In fact, a study by Gartner shows only 34 percent of all change initiatives pursued by businesses end in clear success. On the other hand, 16 percent yield mixed results, which equates to 50 percent of all change initiatives failing.

Access your free e-book today.

Communicating Change

Given that organizational change is often difficult to implement, it’s important to consider the management skills required to cultivate success. Effective communication, in particular, plays a vital role in making organizational change possible.

There are two questions you need to address when communicating change:

  • Do our employees have the motivation to change?
  • Are our employees equipped with the ability to change?

Both of these pieces are incredibly important. One without the other can jeopardize attempts at organizational change. When communicating change, you should focus on increasing motivation and the company’s ability to adapt.

Related: 5 Tips for Managing Change in the Workplace

Here are four tips to help you create a winning change communication strategy.

4 Steps to Communicate Organizational Change

1. share a vision.

One of the best things you can do when communicating change is share a vision of how the organization can benefit from the transition. Individuals need to know the change is both good for them and the company overall. A way to craft that vision is by answering these questions:

  • How will the organization operate once the change is made?
  • What will employees experience as a result of making the necessary transitions?
  • Will there be tangible results? What will those results look like?
  • Will there be a sense of accomplishment? What will that feel like?
  • What will the rewards be, both for the individuals and your organization as a whole?

Make answering these questions central to your change communication.

By answering these questions, employees will have a better understanding of why organizational change is imminent, which is critical to success. Clarifying the motivations behind organizational change helps team members reach a mutual understanding, allowing everyone to work toward one shared vision.

Right now, for example, businesses around the world are coping with challenges brought on by the coronavirus (COVID-19) and a temporarily stalled economy. To survive this sudden disruption to business as usual, many companies have been forced to undergo rapid organizational change initiatives, such as embracing remote work . Firms that have successfully adapted have been transparent in their efforts and communicated a clear vision for employees to rally around.

2. Tell a Story

The vision—where you want to be as an organization—is part of a larger story that involves you and your business. Telling a story enables everyone to envision where the company needs to be, but also where it currently is and how to transition.

Take the example of Scandinavian Airlines, as outlined in a Harvard Business School case by Professor Christopher Bartlett . Scandinavian Airlines needed to make an organizational shift in the early 1980s. The airline industry was struggling. The company was losing money at the tune of $20 million. The market was stagnant.

Through its change efforts, the company not only met its goal of increasing earnings by $25 million in the first year; Scandinavian Airlines increased them by $80 million. Within a couple of years, it was named the best airline for business travelers by Fortune magazine. Employees were on board with the change, which was making a difference. How did Scandinavian Airlines do it?

All 20,000 of its employees received a short handbook communicating the change, which centered around focusing on a subset of customers—the business flyer—to turn the company around. This was not your typical corporate communication. Titled “Let’s Get in There and Fight,” the booklet included characterizations of airplanes, complete with cartoons and large typeface fonts that highlighted where the company was and the vision for where it wanted to be. It told how “storm clouds” and “bad weather” had struck the business and how it faced challenges in being profitable. It described its competition and how employees could help it stay competitive.

Your strategy may not involve cartoons and large text like Scandinavian Airlines, but communicating the story of your change initiative can have a powerful effect on illuminating your vision.

Returning to the example of COVID-19, you might position your organizational change story much like a heroic tale. Social distancing is an immediate threat to your business, which you must rise to meet as an organization. It won’t be easy, but you have a plan which includes X, Y, and Z. Communicating change in this manner can allay some of the fear and uncertainty your employees may be feeling, while simultaneously rallying them around common goals.

Management Essentials | Get the job done | Learn More

3. Make Those in Your Organization the Heroes

Does your change communication strategy focus on telling the members of your organization what to do and what they need to change? Or does it inspire and enable them to be change agents as well?

In the book Winning ‘Em Over , author Jay Conger shares Scandinavian Airlines’ message to employees, which was:

"We have to fight in a stagnating market. We have to fight competitors who are more efficient than we are. And who are at least as good as we are in figuring out the best deals. We can do it. But only if we are prepared to fight. Side by side. We are all in this together."

Every employee received Scandinavian Airlines’ handbook. Everyone was able to understand where the company wanted to go and what role they played. Telling a story where the employees were not only part of that change, but could be heroes in the story, provided a rallying cry that allowed them to stand side-by-side as active players in the change initiative.

What can you do to make the individuals in your organization active participants in your change efforts? How can you make them feel that changing with the organization will make them the hero and not the victim?

Related: 9 Mistakes to Avoid as a First-Time Manager

Consider again the organizational change scenario spurred by the coronavirus. You’ve shared your vision for change and told the story of how you intend to reach your goals. By making your employees the heroes of the change story and explaining the specific roles each person plays, you can empower them to exercise agency in helping the organization meet its goals.

4. Chart the Path

Equip those in your organization to become leaders in your change communication. Once you reach a shared vision—one that your employees believe is good for the company—it’s your role to show the path that will get them there.

This became increasingly evident at Rakuten, Japan’s largest online retailer, according to a Harvard Business School case by Professor Tsedal Neeley . Rakuten CEO Hiroshi Mikitani wanted to change the very language of the organization. Instead of the majority of his company speaking their native Japanese, he wanted his 7,100 Tokyo employees to transition to conducting business in English.

This change was to support the company’s effort to become number one in internet services across the globe. In two years, Mikitani expected his employees to be proficient in English. With just a few months left to go in his change initiative, however, surveys found that a large percentage of employees, especially native Japanese speakers, felt afraid, frustrated, nervous, and even oppressed by the initiative.

Related: 3 Group Decision-Making Techniques For Success

The employees of Rakuten were not experiencing the change as something positive for them, personally. They may have believed it was good for the company, and possibly good for them, but they were finding themselves challenged and discouraged. If you were in Mikitani’s place, what would you do?

As a leader, you don’t need the change to be good for your employees every step of the way. Some change will be gruelingly difficult. It will involve scaling steep inclines and, for some, working harder than they have before. What can you do to increase their ability to keep going on this path?

While the initial change initiative shared by Rakuten was clear, there needed to be additional communication that would help employees chart the path. Rakuten provided funding for language learning programs, communicating to employees that the company was there for them. They would not have to make the change alone. Action, as well as words, were powerful tools.

In the case of shifting to remote work to combat the threats of coronavirus, your employees likely understand it’s essential for the company to survive. They know they have a role to play in the initiative’s success and there’s a clear path forward. But that doesn’t change that, for many, it’s an entirely new way of working—and that comes with challenges. In addition to communicating the initial change initiative, it’s important to make it clear to your employees that there are resources available to help them transition so they don’t feel overwhelmed or paralyzed into inaction.

How to Become a More Effective Leader | Access Your Free E-Book | Download Now

After the Initial Change: Keep Communicating

Communicating change isn't a one-and-done effort. Be prepared to communicate not just once, but again and again throughout the change process. Restate the vision, retell the story, enable your employees to act as heroes, and chart and re-chart the path when struggles arise. Your organization will be more motivated and equipped to make that change effort with you.

Change is possible. Individuals make real changes every day. Organizations shift gears and become increasingly successful as a result. Your communication strategy can play an important role in enabling transformation and lasting impact.

If you want to improve your organizational change management abilities, enrolling in an online management course, like Management Essentials , can prepare you to handle any transitional challenge that comes your way.

Do you want to become a more effective leader and manager? Download our free leadership and management e-book to find out how. Also, explore our online courses Leadership Principles and Management Essentials to learn how you can take charge of your professional development and accelerate your career.

This post was updated on June 26, 2020. It was originally published on December 11, 2018.

company reorganization communication plan

About the Author

  • Guide to Managing Human Resources
  • Section 2: Managing Successfully
  • Chapter 10: Reorganizations

Steps in Managing a Reorganization

  • Define the problem.
  • Determine whether existing jobs and structures are meeting department goals.
  • Consider what factors contribute to effectiveness of jobs and structure.
  • Verbal, written, and computer surveys
  • Problem-solving teams
  • Review committees
  • Distribution of functions throughout the organization (definition of functions to be performed, groupings of functions, and the relationships among functions)
  • Vertical and horizontal authority relationships
  • Communication/decision-making process (how formal decisions are made and by whom, and the information system established for decision-making)
  • Internal departmental policies (the decisions, rules, or guidelines established in production, personnel, purchasing, research and development, and other areas)
  • The attributes of department employees (includes abilities, skills, experience, and other behavioral issues)
  • Reasons for reorganization
  • Before and after organization charts
  • Job descriptions for new, changed positions
  • Names, titles of employees to be affected by changed or eliminated jobs, new reporting lines, physical relocation, or reduction in time
  • Review of Affirmative Action impact
  • Order of potential layoffs for career positions based on seniority points
  • Notices to go to unions
  • Identify the different groups who will need communication and the different messages/information they will need
  • Determine series of review and update meetings with management
  • Determine schedule of informational meetings with staff
  • Plan communications outside department to announce reorganization
  • Set up individual meetings with employees projected for layoff and for those employees whose jobs will change significantly
  • Determine skills needed for each position.
  • Compare current skills with what is needed.
  • Determine training needs and resources.
  • Design and implement training.
  • Review, reassess, and gather input during implementation.
  • Determine methods to get feedback during implementation.
  • Include systems that will provide regular feedback from management, staff, and client groups.
  • Build an effective team (also see Chapter 14, Team Building )
  • Clarify mission, goals, and standards for success.
  • Schedule regular staff meetings.
  • Facilitate communication by remaining open to suggestions and concerns.
  • Act as harmonizing influence by looking for opportunities to mediate and resolve minor disputes.
  • Encourage all team members to share information.
  • Support brainstorming and consensus decision-making where appropriate.

Organizational Structure

How to Best Handle a Company Reorganization

By Sarah Hallam

Last updated: Feb 15, 2023

Table of contents

What is company reorganization?

Why do companies reorganize, how to form a company reorganization strategy, 1. map out your business strategy., 2. weigh the strengths and weaknesses of the current structure., 3. design a new org structure that will support the new business strategy., 4. prepare a communication plan., 5. launch the reorganization., how do companies communicate reorganization.

Both structural organization and financial organization can be tricky to navigate at any company. Learn the difference between the two and how to best handle such a transformational time.

Photo Credit: Unsplash.com

Nothing is ever for certain when running a business. Life can be unexpected and a well-thought out course of action might change or have to adapt to new challenges over time. When a business is struggling to make its bottom line or hit key performance indicators, it may want to look at a reorganization.

In fact, some of the biggest companies in the Fortune 500 have gone through a reorganization at least once, if not several, times.

Company reorgs don’t have to be as scary as they sound, and not every company that reorganizes is going through bankruptcy. A successful reorg can make the business healthier and more efficient, as well as signal positive signs to investors or shareholders.

Navigating a reorganization in a company is a daunting task and takes a significant amount of planning. Learn the basics of company reorganization, what to look out for and how to best communicate changes.

Company reorganization refers to an overhaul of that business’s daily operations, ownership, reporting structure or financial model.

There are two types of major reorganizations that can happen in a company.

Structural organization refers to any changes in leadership and direct reports in a company’s org chart. This kind of overhaul can also include a change to a company’s identity. Things like the company’s name, mission statement, growth strategy, daily operations and key performance indicators (KPIs) all fall under structural reorgs.

Changes to the financial organization of a company include the selling of assets, refinancing debt at lower interest rates or filing for bankruptcy. A court-supervised reorganization is the focus of Chapter 11 bankruptcy and falls under this category as well. Under Chapter 11, aims to restore a company’s profitability and assurances it can pay back debts are high priority.

Generally speaking, a company will reorganize when it's in trouble. Either its old operations or reporting structures aren’t meeting KPIs or other business targets, or its financial plan is in hot water and the business needs to find new ways to stay afloat.

Here are some of the most common reasons companies choose to reorganize:

  • Mergers and acquisitions
  • A key manager or employee has left
  • New strategy or new product launch
  • The organization has grown or is scaling or downsizing
  • Corporate buyouts

It’s important to also consider the costs of reorganization. A McKinsey survey of 1,800 executives identified the most frequent push backs that come from a reorganization. Here’s what they found:

  • Employees actively resist change
  • Insufficient resources (not enough people, time or money spent allocated to the effort)
  • Employees are distracted from daily activities, and individual productivity decreases
  • Leaders actively resist change
  • The org chart changes, but the way people work still stays the same
  • Employees leave because of reorg
  • Unforseen disruptions (such as changes to IT systems or language barriers across distributed workforces) slow down implementation

Thousands of companies have implemented a reorganization before, but it is easy to do some type of lasting damage while executing.

More than 80% of reorgs fail to deliver the value they were aiming for and 10% cause real damage to the company, according to Harvard Business Review. In a more recent study by Forbes , 52% of 1,042 respondents reported that their reorganizations were either “unsuccessful” or produced “mixed” results.

There is research to be hopeful about, however. According to Harvard Business Review, two-thirds of all company reorganizations deliver at least some performance improvement.

No matter the reason for a company reorg, there are five foolproof steps to follow when considering how your business could look like in the future.

Think of a reorg just as you would any other type of business initiative. If it's helpful to frame a new business strategy as you would a marketing push or product launch, follow a similar workflow.

Start by identifying what’s working and what’s not working before switching over to a new plan.

Leaders who plow forward without taking the time to consider what is already working are at risk of jeopardizing parts of the business that are running smoothly as is.

Weigh what the costs will be to switch over to a new plan. This doesn’t just include the financial costs and time spent planning out a reorg. Think of the toll a reorg will take on your employees and the human cost of change and disruption in your business.

Review the different types of org structures and go through the advantages and disadvantages of both. While studying up, take a look at why job titles can be important and how they can be used differently.

Communicating the new organizational changes to the rest of the team and externally is a vital part of successfully implementing a reorg. Start by coming up with a plan to communicate the changes to everyone involved or affected. Then come up with a plan to announce the changes company-wide.

Once everything has been thought out, it's now time to execute. Remember that especially with changes to management and people’s roles it can be difficult for employees to adjust. Make sure to give ample time and space to discuss the reorganization on every level.

After finalizing a new organizational structure, communicating it to the rest of the team is crucial to maintain transparency and build trust between the company and employees.

There are several ways company leaders can be transparent and communicate big org changes effectively including:

  • An internal memo
  • Can be done through email, Slack or any other medium a business uses to communicate with all members of the company.
  • An all hands meeting or town hall (virtual or in-person)
  • Press releases, social media announcements or wires on The Org.

Luckily, the digital nature of the workplace makes it easy to effectively reach each and every employee at a company, no matter the size.

Addressing employees in person and allowing space for questions is the surest way to be transparent with employees throughout the organizational process. Restructuring can be tricky, and it's important to make sure all team members feel included and informed on the process. It’s even more important to make space for questions or direct challenges to the proposed changes.

The Org is a powerful and helpful tool when it comes to communicating across an entire company. Our wires feature serves as an internal press release that will notify all employees of important decisions, but is also public facing to let customers and investors know. Posting about reorganization changes will boost transparency and trust throughout your company, and will help by attracting better talent and with employee retention in the long run.

Create your own free org chart today!

Show off your great team with a public org chart. Build a culture of recognition, get more exposure, attract new customers, and highlight existing talent to attract more great talent. Click here to get started for free today.

company reorganization communication plan

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Getting Reorgs Right

  • Stephen Heidari-Robinson
  • Suzanne Heywood

company reorganization communication plan

Chances are you’ve experienced at least one company reorganization. Reorgs can be a great way to unlock value: Two-thirds of them deliver at least some performance improvement, and with change accelerating in the business environment, they are becoming more and more common, the authors say. But most reorgs aren’t entirely successful: According to a survey conducted at McKinsey, more than 80% fail to deliver the value they are supposed to in the time planned, while 10% cause real damage to the company involved. More important, they can be miserable experiences for employees. Research suggests that reorgs—and the accompanying uncertainty about what the future holds—may cause greater stress and anxiety than layoffs, leading to noticeably reduced productivity in about 60% of cases. That’s because the leaders of reorgs don’t specify their objectives clearly enough, miss some of the key actions (for example, focusing on reporting lines and forgetting processes and people), or do things in the wrong order (such as deciding on the way forward before assessing the strengths and weaknesses of what they have already). To help maximize the value and minimize the misery of reorgs, the authors have developed a simple five-step process for running them.

A practical guide to a misunderstood—and often mismanaged—process

Idea in Brief

The problem.

Most reorganizations fail to deliver on their initial promise, for several reasons: They run into employee resistance, they’re not given sufficient resources, and they distract people from day-to-day work.

What’s Missing

The biggest reason for disappointing results, though, is that few organizations follow a rigorous, disciplined process—even though reorgs are a common occurrence in large companies.

The Solution

The authors propose a five-step process: Begin with a profit and loss estimate, inventory your strengths and weaknesses, consider multiple options for the new organization, focus special attention on execution, and assume you’ll need to make course corrections.

Chances are you’ve experienced at least one and possibly several company reorganizations. Reorgs can be a great way to unlock value: Two-thirds of them deliver at least some performance improvement, and with change in the business environment accelerating, they are becoming more and more common. As John Ferraro, the former COO of Ernst & Young, told us, “Every company today is being disrupted and so must frequently reorganize to keep up with the incredible pace of change. Those that can do this well will thrive in the current environment and be tomorrow’s winners.”

  • Stephen Heidari-Robinson is the Managing Director of Quartz Associates (a consulting and software company that delivers organizational change), a visiting fellow at Oxford University, and co-author of Reorg – How to Get It Right (HBR Press, 2016) and 10 Must Reads – Managing in a Downturn.
  • Suzanne Heywood is the chair of Quartz Associates, Managing Director of Exor, Chair and acting CEO of CNHI and the co-author of Reorg – How to Get It Right (HBR Press, 2016) and 10 Must Reads – Managing in a Downturn.

company reorganization communication plan

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How to Pull Off the Most Successful Reorganization Possible Follow this playbook to avoid the common pitfalls of a reorganization.

By Katie Murphy • Sep 22, 2021

Opinions expressed by Entrepreneur contributors are their own.

"Reorganization" can be a word that inspires dread — spreading fear and anxiety throughout your workforce — but it doesn't have to be that way. Reorganization is a natural part of a company's lifecycle and shows a commitment to improvement. Unfortunately, most mid-level to senior members on your team have likely been through a negative reorganization. It's time to reverse the stigma and help our teams approach reorganization with excitement.

I've led successful reorganizations and have witnessed some transformations that have been nothing short of exhilarating. They are almost always hard, and can even hurt at times, but if it were easy, it wouldn't be worth doing.

Here are the common pitfalls leaders experience during the reorganization that you should avoid:

  • There is no clear leader of the reorganization.
  • Those leading the reorganization have no prior experience with successful results.
  • Changes are made without intention or too fast.
  • The entire leadership team does not support the reorganization, and politics are at play.
  • There is no plan for communication, change management or issue resolution.

Should you hire a consultant to help you avoid such pitfalls? It depends on the talent and experiences of your leadership team. The criteria you should be looking for are expertise in organizational design, process creation, business innovation, change management and leading complex strategic initiatives.

Let's define what a successful reorganization looks like. Turnover, Glassdoor reviews and employee engagement are some things you can track. Low turnover is the number one sign of success. Some negative Glassdoor reviews are hard to avoid, as people don't like change, so be prepared to respond to those.

Use the following playbook when considering your internal and external options. Let it inform your decision-making and neutralize any potential bias that could sway you in one direction or another.

Related: How to Do a Reorganization the Right Way

Start with a design, as if beginning from scratch

To grow intentionally, I teach entrepreneurs to use a strategic vision for how their organization should be operating in an ideal state as a tool for decision-making. Just like you have a product or technology roadmap, an organizational roadmap can be a great strategic tool.

If you missed the opportunity to create this sort of design from the start, that's okay. It will be more challenging because now you have biases due to knowing how your organization is currently functioning, but it's entirely doable.

How to achieve this is to pretend like you are starting over, building your business from scratch. What are the top functions of your organization? How do you grow, delight your customers, use technology, execute and run the business? From there, list functions two more layers down, and you've got a draft design. Just make sure those functions are aligned by the skill set of those performing the functions and also by incentives — meaning success looks the same for all sub-functions. Use something like draw.io or miro to visualize your design.

Related: The Millennial Takeover: How the Generation Is Shaking up the Workplace

Conduct a core-process analysis

Once you're happy with your design, draft core processes for each of your top recommended functions. Describe how you perform that function in five to ten steps. Don't overthink it; this should all be off the top of your head. You'll also want to make sure it only includes steps aligned with your design — try to unlearn the way you currently run things.

To complete the analysis, compare your draft core processes to your current core processes. Do they match? Likely not, so where do they differ? Note all of these observations in an easy-to-follow working document that you can share with others.

Build buy-in from across your leadership

The best way I have found to build buy-in is to include key stakeholders in the process. So far, you have created your design and core processes in a vacuum, and now it's time to validate your work. Pressure testing among your stakeholders, likely your leadership team, is a great way to validate and build buy-in at the same time.

When approaching these individuals, do so one-on-one so they feel important and comfortable sharing feedback openly. Share why you conducted this analysis — that this is an effort to grow with more intention and you need their help.

Share the work that has been done so far and ask them to review it within three business days. Tell them no decisions have or will be made until all leadership has had the opportunity to weigh in on the analysis. You may find that your leaders recommend a reorganization all on their own and you don't need to convince them.

Test and iterate on your design through a proof of concept

Once you have finalized some recommendations as a result of your analysis, it's time to test those recommendations using a proof of concept. By now, it should be rather obvious where the greatest problem areas are or opportunities for reorganization.

The beauty of a proof of concept is that you can communicate your intentions to the entire organization without any commitment in case things go south. This move will create confidence among your staff and further buy-in.

Choose a small team to run the proof of concept that you can compare against the existing team structure. Set a timeframe, at least four weeks, and stick to it. Then be sure to properly communicate what the proof of concept is, why you are conducting it and the metrics for success to your entire organization.

Related: Advertising Is Changing -- Know How to Lean Into the Change

Once you have confirmed a reorganization is in the best interest of your organization, it's time to create a super detailed execution plan. The elements you should include in this plan are training materials; a communication plan; roles, responsibilities and expectations; and a detailed list of which tasks are transitioning where, when and to whom.

I recommend posting all of these materials in your knowledge base or intranet, whatever system you use to share organization-wide information.

Plan for change management

Change is hard, and you will find yourself having to repeat communications several times. Plan for this in your communication strategy. Set the expectation that things will get worse before they get better. Mistakes will happen, things will fall through the cracks — and that's okay. It's expected and a natural part of the process.

Plan for at least three months of change management. Here are some best practices for handling this period:

  • Have a face of the reorganization, a leader who is driving your communication plan.
  • Create an issue triage and resolution system.
  • Hold regular office hours for questions, concerns and open feedback.
  • Create a system to collect anonymous feedback.
  • Find some champions of the reorganization across teams to keep the mood positive.
  • Post success metrics in a transparent place and celebrate small wins.

There you have it: a playbook for how to pull off a successful reorganization. I hope you find it helpful — happy growing.

Founder & CEO of Expansion Group

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company reorganization communication plan

Company reorganizations: communication is crucial

When Michael and Beth Vivio bought Corporate Fitness Works 18 months ago, they were intentional about the kind of company they wanted to buy.

The St. Petersburg-based, C-level veterans, who had headed up organizations including Valpak, the Austin American-Statesman and Girl Scouts Bluebonnet Council, wanted a company that had opportunity to grow where they believed they could make an impact.

Employee FAQs: 11 Must-Answer Questions During Organizational Change  Get the PDF

But they also wanted a low-drama transition with Corporate Fitness, which did $16.2 million in revenue in 2018. “We’ve both done drama before,” Michael Vivio says.

Although they knew change was necessary in order to make an impact, they sought to enact “organized change” or “change with purpose” at their new company. The planning and intentional transparency paid off in business results, Michael Vivio says, with 8-10% increases on its employee engagement survey and a 300% increase over the previous year’s net promoter score.

Achieving stellar results like that involves a careful approach to company changes, including workforce reorganizations, or reorgs. Although reorgs can be advantageous in aligning strengths, streamlining processes and bringing a fresh perspective, they are most well known for spurring discontent in a workforce. To be on the advantageous side, here are some key pitfalls to avoid:

1.Lacking purpose.

Always have a clear goal or mission in place — a reason for why you are reorganizing. This should be clear for employees, investors and customers. For the Vivios, they worked first on making sure the company’s mission was clear, to provide an end game of where they wanted to get to and a reason for change.

2.Making abrupt changes without due diligence.

The Vivios spent several months learning the business and understanding individual processes. Michael Vivio notes that to bring their skills and perspective onto a train already moving, it required “a little bit of listening and humility,” which “enables you to learn more” and informs strategic decision making.

3.Failing to secure buy-in from those who will lead the change.

The Vivios found success in bringing key leaders into discussions early. Rather than mandating the direction, they presented the information and let the core group draw the same conclusions themselves. Taking the time to foster an environment of trust and approaching discussions with patience led to full embracement of the company’s direction.

4.Lacking confidence.

Change is easier to get behind when leaders are confident and prepared. Ensure key leaders have a full understanding of the change and access to prepared messaging, reference materials and FAQs. 

5. Late communication. 

It’s not necessary to have every little detail ironed out before communicating with the broader group. If you wait too long, inevitably, word will get out, and information will start cascading through water cooler gossip. Once the reorg plan is solidified, engage the workforce as quickly as possible through communications that clearly convey why the change is being made, what the timeline is and what can be expected. 

6. Infrequent communication. 

An initial communication is a good start, but you must continue to engage with staff on a regular cadence. Whenever there is a change, “people look for a lack of consistency,” Michael Vivio says. “Communications constantly reinforce pieces of the overall story.” 

7. Handling layoffs poorly. 

Some restructures create redundancies or eliminate lines of business, which makes layoffs necessary. Handling cuts all at once as opposed to piecemeal terminations can lessen the blow to morale. Communicate with affected personnel privately and compassionately. Once you’ve done so, communicate to the rest of the team that layoffs were made, and reassure them that their jobs are safe and their roles needed. 

8. Lacking empathy. 

Consider your audience and what is important to them. It’s tempting to get caught up with the high level opportunity the reorg will create for the larger company, but employees won’t hear a word of what you’re saying until they understand what it means for their day-to-day. They want to know if they will have a job, how their roles and responsibilities will change, any reporting changes, cultural updates and process changes. Help employees feel secure, and avoid sending them to competitors by addressing the questions at the forefront of their minds.

9. One-way communication. 

Avoid making the mistake of simply disseminating information from the top and hoping a quick Q&A during all-hands meetings will suffice in answering employee questions. Commit to engaging employees in an open and honest dialogue and providing them with a designated way to get additional questions answered. For instance, you could offer group town halls, round tables or anonymous surveys for employees to ask questions and provide feedback. The key here is answering all questions, even if the answer is, “We’re still working through these details” or “There’s a reason why we can’t share that information with you.”

10. Neglecting customers. 

While it’s imperative to get employees on board, engaged and behind the plan, it’s also important to communicate changes to affected customers and stakeholders. Gather a list of customers that might be affected, and explain what the change will mean for them and why it is a positive adjustment to how they typically engage with your business.

Team restructures require a great deal of thought, planning, time and work. Remember why you’ve decided to reorganize your team, and commit to engaging with your workforce every step of the way. Ultimately, with a new structure, you want your key talent to feel secure in the redesigned organization. “If you do it right,” Michael Vivio says, “the team buys in.”

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Related articles, acquisition communications: communicating changes for customers, acquisition communications: preparing leaders to communicate change, utilizing an external firm for internal communications.

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Change Management Communication: 5-Step Plan + Template

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With all the uncertainty in business today, leading through change is a clear priority for many organizations. The challenge is that so much change management is poorly handled largely because of one simple misstep – not taking change communication seriously enough.

The scale of change going on in companies today is endless. New strategies, digital transformations, transitioning from paper to electronic records, mergers and acquisitions, HR platform rollouts, new operational processes, and so much more. Too often, organizations spend so much time on the change itself but very little on communicating the context and meaning behind it for employees. And without employee buy-in, the chances of that change taking root and flourishing are slim.

Our organization has had a front seat alongside many leaders as they roll out and navigate change, and we’ve learned a lot from those experiences as to what works – and where the classic stumbles often occur.

Here are our five-step best practices, including real-life examples and templates you can use as you plan and implement your next important change effort.

What is Change Management Communication and Why is it Important?

Change management communication is the process of building awareness and support for organizational change. It helps stakeholders understand what’s changing and why, and how it will affect them. It delivers timely information and materials, ensures stakeholders receive information about what’s important, and provides ways to share feedback and ask questions.

Whether you are changing technology, business practices, leadership, or a combination of things, change management communication is essential to helping people move from where they are today to the desired “future state.”

Change Management and Communication Follow Similar Processes

The industry  Standard for Change Management defines a multi-phase process that professional change managers use to strategize, plan for, and execute organizational change. It identifies the impacts across the organization, focuses on how changes will affect employees, and outlines a consistent set of strategies and plans needed to help the organization achieve its goals. The approach is informative as you think about documenting the key information you’ll need and creating your communication plan to support a change.

a. Clearly define the change and vision for the future – What is changing and when, where will changes take place and why, who needs to change and what do we want the future to look like?

b. Assess all the factors related to the change – What risks, goals, culture, and other changes are happening, and what other internal and external factors could influence them?

c. Analyze all the stakeholders affected – Who is accountable, how are different groups and roles affected, who is being impacted the most, and who might be resistant to the change?

d. Consider how the organization operates – Once a clear vision of the future is developed, how is it different from the way the organization operates today and what risks are there in moving to the future state?

  • Formulate the change management strategy – This includes approaches for resources, communications, sponsorship, stakeholder engagement, learning and development, measurement, and sustainability for the change.
  • Develop a detailed change management plan – Spell out action steps and timeline to accomplish the strategy.
  • Execute the change management plan – Monitor the implementation, measure outcomes, and adjust ongoing activities as needed to continue reinforcing adoption.
  • Complete the change management effort – Evaluate outcomes against objectives, design and conduct a lessons-learned evaluation, and gain approval to close the project once successful.

Creating a Change Communication Plan

Like the process outlined in the Standard for Change Management, creating a change management communication plan starts with a deep understanding of the organization, stakeholders, and change impacts. The goal is to support the business objective by helping stakeholders understand the change, how they will need to adapt their day-to-day responsibilities, and what is expected of them.

By ensuring a consistent flow of information, engaging stakeholders, and continually managing feedback, change communication helps people feel more comfortable as they move to the future state and adopt new ways of working.

The communications planning process involves the following steps similar to the change management process described above:

Step 1: Assess the Situation, People, Channels, and Needs

If you are working with change management partners, they are likely responsible for a stakeholder analysis, which summarizes the levels and types of impacts on different roles and functions. If a stakeholder analysis is not available, you should work with the change sponsor or subject matter expert in each function to uncover the critical information needed for communications planning. It’s critical to analyze the mindset of the full team impacted by the change. You need to know what their concerns and challenges will be, so you’re grounded on how best to go about the behavior change you’re seeking.

As you assess the situation, people, channels, and needs to prepare for developing a change communications plan, be sure to:

  • Know your employee audience and who will be most affected  – To be able to plan appropriate and customized communication, you need details of the changes happening to each audience and when.
  • Understand what’s changing and why and document the case for change  – The “what” and “why” of the change are key components of your messaging to all audiences.  Click below and try this tool to capture your information:

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  • Define the vision for the future and how it aligns with the business plan – The organization has a reason for making the change and the vision explains this in terms employees will understand.  Try the tool below, “Paint a Picture of the Future,” to help guide your vision.
  • Identify the “pain points” that the change plan addresses  – The difference between how people operate today vs. the “future state” should be reflected in your messaging to help people understand what to expect and areas that will change the most.
  • Identify communications channels needed to reach the audiences  – Keep in mind that any touchpoints stakeholders may have with their leaders or the organization, including face-to-face huddles and operational meetings, can be used to deliver and reinforce key messages.

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Step 2: Create the Change Communications Plan

The most effective change communication gets employees bought in and motivated to drive the change you’re seeking. This means employees understand what new ways of working are needed from each of them, and why. Any  internal communication plan can build awareness of what is happening and promote its benefits. Change communication plans must do that and more – it must help people see where they fit and provide answers to their deepest concerns, such as:

What does this mean to me and what do I need to do?

Behavior change happens one person at a time and the more your communication can connect on a personal level, the more effective it will be.

This doesn’t mean your communication team should offer therapy or coaching to every employee. However, you will be most successful with an approach focused on individual needs as well as overarching general communications. Consider:

  • What do frontline employees need to know as they experience and deal with the expectations of change?
  • What will help their leaders answer their questions and connect team members to their roles in attaining the ultimate goal?
  • What framework can you use to ensure your communication and messages can adapt to audience needs as transformation moves forward and continues to evolve along the way?

Your plan should support the behavior change with communication that gives stakeholders the information they need  when  they need it, and equips leaders to guide their team members through the process. The change communication plan includes the following key sections:

  • Objectives based on the business goals (what success looks like)  – Like any communications effort, change communication plans should align closely with the business objectives for the change. These objectives can be explained in a story or graphic to help everyone connect with the vision for success.
  • Desired behaviors for employees – These may vary by role or function and should be observable (ideally measurable, e.g., use of a new tool or software) to demonstrate adoption of the change.

Consider using a  template like the one below  to help lead a discussion with your change sponsor on what you want each impacted group to  know, feel, and do  as a result of the change. This insight can be included in your communications plan to help guide your messages and communication strategies. 

  • Key messages  – You’ll need core messages explaining the why and what behind the overarching change and vision. Without a why and what, employees have difficulty processing change and instead view it with skepticism. It’s also important to have audience-specific messages to support key milestones. For example, customized messages for field engineers would be timed to the rollout of a new process, or to explain training plans and provide timing and expectations for their role in consulting with the field.
  • Communication strategies and tactics  – This section summarizes the key activities you’ll implement to support the change for all categories of stakeholders. It might be organized by target audience (e.g., leaders/frontline employees), or by change initiative (e.g., phases of a rollout).
  • Editorial calendar  – An overview of your plan for delivering relevant information to stakeholders at key points in the change effort. It summarizes the message themes and the channels used to deliver them, aligning timing with key milestones in the program.

Editorial Calendar Template:

An editorial calendar showing monthly communication themes aligned with key change milestones captures your plan at a glance and helps leaders understand how communications are reinforcing key behaviors.

  • Formal and informal two-way feedback channels  – Whether you use existing channels or create new ones, this “must have” could include online mailboxes, suggestion boxes in a field office, or a defined process for frontline leaders/change champions to invite and respond to employee feedback. The organization must actively respond to feedback from all channels and use it to guide communication, often through the communications team.
  • Cadence of measurement  – Key performance indicators (KPIs) measure business progress, and the communications team should regularly report on measures such as engagement with tools, participation in key events, feedback received and responded to, etc.  Measure your progress using this dashboard template:

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  • Input and ongoing feedback – Be ready to evolve your activities to meet changing needs and continuously evaluate the effectiveness of communication efforts. This will be easier if you engage regularly with those on the front lines of the change – whether through focus groups, surveys, or periodic input meetings with a cross-functional work team.
  • Action plan – A game plan outlining specific activities and timing for executing tactics in the change communications plan. It details the deadlines and people responsible for certain steps including leader and legal review of content and design, printing or other production, mailing, distribution, and delivery of presentations or information to employees. Get the action plan template  at the end of this post, or  skip down to it here .

Step 3: Prepare Key People for Their Critical Influencer Role

Leaders at every level of the organization – from frontline supervisors to middle managers and senior executives – need to champion change and lead their teams to adopt new behaviors. For any change to be successful, leaders from every stakeholder group must be active and visible in leading their teams and reinforcing progress. After all, employees can easily tell if a supervisor is on board with the change, and if that leader is on board, it’s far more likely the employees will be, too. We’ve seen many organizations make the mistake of letting frontline leaders share their skepticism or concerns about change, and it’s a recipe for failure. Best practice research confirms what employees want to hear from leaders during change, including:

  • The business reasons for the change, risks, and competitive information from senior leaders who are responsible for the change.
  • Personal impacts of the change and what it means to them  from their immediate supervisors .

In addition, employees often turn to influential peers across the organization because of strong relationships, experience, skills, and commitment. These influencers can be enlisted as “change agents” (or part of a “change network”), trained as communicators to carry messages forward into the organization, equipped with information, and asked to share feedback that they hear from their coworkers. It’s critical, though, that these influencers are authentic. If they are seen as mouthpieces or spies for leadership, their impact falls apart. In identifying and training change agents, it’s important to select employees who believe in the change overall but also aren’t afraid to share candid concerns or questions. These types of employee leaders have the best chance at establishing credibility and moving their teams to action.

These Official and Unofficial Leaders are the Drivers of Change

In best-practice organizations, the tone for change is set at the top, with the executive team sharing clear expectations for the importance of the change and the responsibility of all people managers in making the change happen and consistently communicating about it. All people leaders also need tools, training, and accountability to reinforce the change plan and ensure its success. This can be hard work but so necessary and can’t be shortchanged. The bottom line: organizations that simply announce the change and do little to continually communicate about it, gain feedback, and evolve are setting themselves up for failure.

To set leaders and change agents up for success, top leadership and communication teams need to collaborate to define their communication role and ensure they are equipped with information, tools, training, and support. These key steps should be a component of every change communication plan:

  • Evaluate communication capabilities of leaders  – Consider their communications experience and knowledge when choosing the tools and training to help prepare leaders for their change role. For example, supervisors with minimal experience may be best served by a more basic approach, while senior leaders will find messages and toolkits familiar. You also can use a  leadership communication skills assessment  to determine their needs.
  • Assemble a network of change agents, including peer influencers  – Early in your planning, define what this group will be asked to do, how much time it will take, and the support to be provided. Share this information with managers and supervisors in each stakeholder group and ask them to nominate influential employees to participate. With leader approval, invite the individuals to participate, starting with a kick-off meeting to share expectations.
  • Create tools to help them deliver critical messages  – Develop a toolkit for leaders and change agents with communication tools suited for their specific situation and audience. Core messages, communication tips, slides, handouts, infographics, posters, FAQs, and even communication content (e.g., email announcements) can be provided to support communication with their teams. Toolkits can be customized and updated periodically as the program progresses.
  • Brief them on the tools and provide more training if needed  – Conduct a briefing or webinar that explains the change, key tools in the toolkit, and how to use them. This will have the greatest impact if their senior executive reinforces the importance of their communication roles. Keep in touch with participants to understand how they are using the tools and what is most helpful (gathering input to guide future activities). Provide coaching as needed on key communication concepts and tools.
  • Identify feedback channels and reinforce response expectations  –  Responding promptly to employee questions and feedback is one of the most important change communication responsibilities. Leaders and change agents need to know which feedback channels employees can use, the response process being followed, and specific expectations for them to answer employee questions. If a response process doesn’t exist, create and implement one. Be sure this information is in the toolkit and reinforced consistently.

Step 4: Execute the Communications Plan

When you receive input and approval on your change communication plan and messages, it’s time to take action. Be sure to brief key communication contacts (such as internal communications editors, intranet managers, and video resources) about your plans so they are ready to provide support when needed. Also, give a heads-up to anyone who will be tapped to deliver messages to employees, so they know their role, what’s coming and when.

Because change programs must evolve to address needs that emerge during the process, expect to evolve your plans and adapt your materials to the changing needs of the projects and stakeholders. Your efforts are more likely to be successful if you follow a few guiding principles:

  • Be consistent and purposeful about messaging – Ensure everyone receives the same core messages and understands the importance of using them. Be consistent and also use the same core messages in internal communications materials, graphics, and intranet content.
  • Keep leaders at the forefront – Employees are closely watching their leaders and looking for guidance and direction as changes progress. It is up to the communication team to provide leaders with the latest information and tools – and ensure they understand their important role – to keep employees informed.
  • Communicate often with a focus on what employees want to know – Be sensitive to the concerns of frontline employees and what they need to know to deal with uncertainty and changing circumstances. Provide updates when available and be clear about what is in progress. Address myths or rumors with facts and share information in channels most likely to reach them (including providing updates that leaders can share with their teams). Help guide your communications in times of change with this tool:

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Listen carefully and respond consistently  – Monitor feedback channels and ask employees what they’re thinking to uncover questions and concerns to address in communication. Set a standard for responding to employee questions or feedback within 48 hours, even if it’s just to let them know their input was received and you are working on finding an answer. Guidance and talking points for handling feedback should be provided to leaders and change agents as well.

Celebrate work done in the previous system and highlight successes  – While it is good to communicate about the “future state,” it’s also important to acknowledge the achievements of the past. This can help  employees feel their efforts are appreciated here and now. As changes roll out and successes are identified, be sure to highlight people who are adopting new ways of working and the positive outcomes they are achieving. Ask change agents and leaders to be on the lookout and bring you success stories you can share.

Plan for recognition and ongoing engagement  – Work with different functions as needed to align on ways to recognize and reinforce progress and adoption of change. The communications team can provide visibility through internal communications channels, for example, but recognition programs and engagement surveys may be owned by human resources or another team.

Remember that it takes time and consistent reinforcement to achieve lasting change – Your communications and recognition activity should continue long after the rollout. By reinforcing key concepts and successes in internal communication and ensuring leaders are equipped with updated messages and leader tools, you’ll help employees see ways the change is taking hold and know their efforts are successful.

Step 5: Evaluate What to Stop, Start, and Continue

After a project launch or at key milestones, gather input from leaders, change agents, and your cross-functional team of advisers to understand what communication is working well and what could be done better to meet employee needs. Ask the tough questions and probe to understand how employees are feeling, what challenges they are facing, and what they are worried about.

You can uncover important information in day-to-day conversations, input meetings, follow-up surveys, or stakeholder interviews. Consider using these tips to help you listen for what's not being said  and ask questions to ensure understanding so you can formulate ways to revise your approach to better meet employee needs.

In addition to anecdotal feedback and insights from people on the front lines, some of the things you can use to evaluate your efforts include:

  • Communication metrics  – What tools are employees using most (e.g., intranet pages or software tools)? Which activities are most popular? What is the most used feedback loop?
  • How are employees handling the change?  – Use a  pulse survey of approximately five questions to consistently poll employees on their knowledge, acceptance, and adoption of the change. Compare your results across employee groups and locations to identify topics of concern and adjust communications accordingly.
  • What is getting in the way ? – Watch for trends in questions asked, information requested, or comments made and  probe with leaders and change agents  to understand issues people are facing. Share information with project leaders to  prompt possible adjustments to address issues  and  communicate updates  as appropriate.
  • Is the change actually happening? – Look for whether the critical changes that need to happen are actually happening. For instance, we worked with an organization that analyzed performance metrics after the strategy was launched. Within a few months, many of their KPIs moved from red to green, a clear way of showing that the change effort was indeed taking root.
  • Lessons learned  – Many change efforts are done in the spirit of continuous improvement and learning, and your communication plans should be no exception. Learn from your evaluation and adjust your messages, tools, and communication cadence to respond to stakeholder needs.

Change Management Communications in Practice

Here are some examples of ways that we at The Grossman Group have helped clients understand stakeholders and needs, identify change communication strategies, and support advancement of organizational transformation.

Case Study 1: An Exemplary Transformation Communication Plan

To implement an industry-endorsed approach to safety management, a multi-state organization deployed a large transformation team to align its structures, processes, and roles across multiple operating companies. They identified nearly 20 workstreams to advance the work and the change management team conducted stakeholder analyses for each workstream.

The analysis determined the level of impact for employees in a variety of functions such as construction, engineering, employee health and safety, field and system operations, human resources, maintenance, and planning. The stakeholders included leaders and employees at the corporate level and in the state-operating companies.

The safety management communication team was responsible for an overarching change communication plan and day-to-day support for individual workstreams. Through detailed interviews with leaders, they identified what was changing, why and when, and the desired behaviors to achieve workstream goals. The team also consulted communication and state-level leaders to select the best communication channels and identify potential challenges at the local level.

This research identified the audiences, key messages, milestones, and timeline to inform the communication plan, and helped set the strategy for supporting state communication teams. The final plan included specific messages for the overall safety effort and key workstreams, infographics to illustrate the process and benefits, leader communication toolkits, and an alignment strategy with monthly updates from state-operating companies.

Case Study 2: Preparing Leaders to Communicate Transformation

A long-standing scientific organization experienced multiple pain points in its traditional methods for developing and publishing its standards. In response, the organization identified the need for a new approach to a number of processes, as well as systems, technology, and talent to improve efficiency and enhance collaboration among its highly-skilled staff. With the vision defined, the organization identified key people to help identify solutions to achieve their transformation.

The organization needed its leaders to understand the vision, explain it to their teams in a clear and relatable way, and align around the ultimate goal that had been set by a select group within the organization. A leader prep meeting briefed 95 leaders on the plan, outlined role expectations, and introduced a toolkit with leader tips and key messages plus several tools to share. Following the briefing, working sessions for leaders in four divisions talked about what the transformation would mean for their teams, anticipated employee questions, and started planning for the upcoming employee launch.

Following the prep meeting, leaders used the materials to prepare their teams for the plan’s launch and encouraged involvement in eight solution teams tasked with identifying next steps. More than 100 employees volunteered to serve on the teams that were formed following the launch and together developed rollout plans for implementation over a period of two years.

In Conclusion

Change management communication is essential to building awareness and support for organizational change. Built on key information about what is changing and why and who is most impacted, it helps stakeholders understand what to expect, what their role is in the change, and how they can help the organization be successful.

What big changes are ahead for your organization and are you ready to put a best practice Change Communication Action Plan in place? Download this free editable template, which aligns with the content in this post, to guide you.

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Organizational Restructuring Communication Plan Template

Organizational Restructuring Communication Plan Template

Organizational restructuring can be a challenging time for any company. It's a time of change, uncertainty, and communication is key to ensure a smooth transition. That's where ClickUp's Organizational Restructuring Communication Plan Template comes in!

This template is designed to help you navigate the complexities of restructuring and keep your team informed and engaged. With this template, you can:

  • Create a clear and concise communication plan to ensure everyone is on the same page
  • Identify key stakeholders and define their roles and responsibilities during the restructuring process
  • Plan and schedule regular communication updates to keep everyone informed and address any concerns
  • Track the progress of your communication efforts to ensure effectiveness and make adjustments as needed

Whether you're merging departments, implementing new processes, or making significant changes to your organization, ClickUp's template will help you communicate effectively and ensure a successful restructuring. Get started today and lead your team through change with confidence!

Benefits of Organizational Restructuring Communication Plan Template

When it comes to organizational restructuring, effective communication is crucial. The Organizational Restructuring Communication Plan Template can help you navigate this process by:

  • Ensuring clear and consistent messaging to all stakeholders
  • Minimizing confusion and resistance by providing a structured communication plan
  • Facilitating transparency and trust by keeping everyone informed about the changes
  • Streamlining the communication process and saving time and effort for the HR team
  • Improving employee morale and reducing anxiety by addressing concerns and providing support

Main Elements of Organizational Restructuring Communication Plan Template

ClickUp's Organizational Restructuring Communication Plan template is designed to help you effectively communicate changes within your organization. Here are the main elements of this List template:

  • Custom Statuses: Use custom statuses to track the progress of your communication plan, such as Draft, In Progress, and Completed, ensuring that all necessary steps are taken during the restructuring process.
  • Custom Fields: Utilize custom fields to capture important information related to the communication plan, such as Stakeholder Name, Communication Method, Target Audience, and Key Messages, ensuring that all communication aspects are well-documented and easily accessible.
  • Custom Views: Access different views to gain different perspectives on your communication plan. For example, use the Stakeholder List view to manage and track stakeholders involved in the restructuring process, or the Communication Timeline view to visualize the timeline of communication activities.

How to Use Communication Plan for Organizational Restructuring

When it comes to organizational restructuring, effective communication is key. Follow these steps to use the Organizational Restructuring Communication Plan Template in ClickUp:

1. Define your objectives

Before you start communicating about the restructuring, it's important to clearly define your objectives. Are you aiming to minimize uncertainty, address concerns, or gain employee buy-in? Knowing your goals will help you tailor your communication plan accordingly.

Use a Doc in ClickUp to outline your objectives and ensure everyone on your team is on the same page.

2. Identify key stakeholders

Identify the key stakeholders who will be affected by the restructuring. This includes employees, managers, executives, and any other relevant parties. Understanding who needs to be informed and involved will help you craft targeted and effective communication messages.

Create tasks in ClickUp to keep track of each stakeholder and assign responsibilities for communication.

3. Develop your communication strategy

Once you know your objectives and stakeholders, it's time to develop your communication strategy. Decide on the best channels and methods to communicate the restructuring plan, whether it's through meetings, emails, or town hall sessions. Consider the frequency and timing of your communications to ensure that everyone receives the necessary information.

Use Automations in ClickUp to schedule and automate communication messages, ensuring that each stakeholder receives the right information at the right time.

4. Implement and evaluate

Now it's time to put your communication plan into action. Start communicating the restructuring plan to your stakeholders, providing clear and concise information about the changes and how they will impact them. Be open to feedback and address any concerns or questions that arise.

Use Dashboards in ClickUp to track the progress of your communication plan and evaluate its effectiveness. Monitor engagement, gather feedback, and make adjustments as needed to ensure that your messages are being received and understood.

By following these steps and utilizing the Organizational Restructuring Communication Plan Template in ClickUp, you can effectively communicate your restructuring plans and navigate the process with transparency and clarity.

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Get Started with ClickUp's Organizational Restructuring Communication Plan Template

Organizational leaders can use the Organizational Restructuring Communication Plan Template to effectively manage and communicate changes within their company.

First, hit "Get Free Solution" and add the Organizational Restructuring Communication Plan Template to your ClickUp Workspace. Make sure you select the appropriate Space or location where you want the template applied.

Next, invite key team members or stakeholders to your Workspace to collaborate seamlessly.

Now, you can utilize the comprehensive features of this template to streamline your communication during organizational restructuring:

  • Create a project for each phase of the restructuring process, such as Planning, Implementation, and Evaluation
  • Assign tasks to team members accordingly and set realistic deadlines to ensure smooth execution
  • Utilize the Board view to visualize the progress of each task and easily move them across different stages
  • Use the Docs feature to create and share important documents, such as restructuring plans, employee communication guidelines, and FAQs
  • Utilize the Automations feature to automate repetitive tasks, such as sending email updates to employees or generating reports
  • Stay on top of important dates and milestones by utilizing the Calendar view
  • Monitor and adjust the workload of each team member effectively by utilizing the Workload view
  • Regularly communicate progress and updates with stakeholders by leveraging the integrated Email and AI features
  • Seamlessly integrate ClickUp with other third-party tools and platforms using the available Integrations feature
  • Monitor and analyze the overall progress and effectiveness of the restructuring plan by leveraging the Dashboard view

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IMAGES

  1. 5 Steps to Include in the Company Reorganization Process

    company reorganization communication plan

  2. 5 steps to include in the company reorganization process

    company reorganization communication plan

  3. 5 Steps to Include in the Company Reorganization Process

    company reorganization communication plan

  4. 5 Steps to Include in the Company Reorganization Process

    company reorganization communication plan

  5. Restructuring Communication To Staff: How To Do It Right

    company reorganization communication plan

  6. Business Reorganization Plan Template

    company reorganization communication plan

COMMENTS

  1. how to thoughtfully communicate a company restructure.

    When deploying a restructuring communication plan, it's better to focus on the fiscal health of your company and not the outsourcing. Transparency, yes, but with a focus on what leads to a company's need to restructure, rather than celebrating the benefits of doing so. related content: the emotional side of a layoff - the role HR can play.

  2. 5 steps to include in the company reorganization process

    Planning and communication is key to a successful company reorganization. Restructuring a company is just as simple as reorganizing a small country. It's no wonder that, without proper planning, the company reorganization process can go very wrong.

  3. PDF Communicating Reorganizations

    A Guide for Leaders A reorganization is one type of organization change employees experience in the workplace. Change can be confusing and uncomfortable. We recommend incorporating these change communication best practices into your implementation plan as you support your employees through the reorganization. A general plan we recommend:

  4. The Two Biggest Communication Blunders During a Reorg

    Stephen Heidari-Robinson and Suzanne Heywood October 20, 2016 Leaders of reorgs typically fall into one of two traps when communicating with their employees. We'll call the first one wait and see...

  5. Reorganization without tears

    Iain Conn, the chief executive of Centrica and former chief executive of BP's downstream segment, who has led three major reorgs, told us how important constant communication is: "You need to treat people with real respect and dignity, telling them what is happening and when. The biggest mistake is to communicate once and think you are done.

  6. How to Communicate Organizational Change: 4 Steps

    How to Communicate Organizational Change: 4 Steps 26 Jun 2020 Angela Fisher Ricks Staff Communication Leadership Management Management Essentials Change can be hard. You may experience this when attempting to break a bad habit or start a better one. Altering your behavior or routines often requires additional effort—at least at first.

  7. Change Communications: How to Announce a Team Restructure in 2023

    When planning a reorganization (more casually known as a "reorg"), follow these steps to help ensure effective communication of the changes, and that things go smoothly: 1. Be prepared Ensure that you and other key leaders have a full understanding of why the restructure is taking place, and what can be expected moving forward.

  8. How To Handle Employee Communications During Company Restructuring

    Remember to speak slowly, show empathy and follow the script. Give the employee the opportunity to respond, whether it be with anger, tears or confusion. If the employee becomes argumentative, don ...

  9. Steps in Managing a Reorganization

    Develop a reorganization proposal, including: Timeframe Reasons for reorganization Before and after organization charts Job descriptions for new, changed positions Names, titles of employees to be affected by changed or eliminated jobs, new reporting lines, physical relocation, or reduction in time Review of Affirmative Action impact

  10. Developing a reorganization communication plan

    Exercise Files Developing a reorganization communication plan " - Guess what? Employees don't care about your exciting reorganization designs and plans, not until they know if their jobs...

  11. How to Best Handle a Company Reorganization

    Communicating the new organizational changes to the rest of the team and externally is a vital part of successfully implementing a reorg. Start by coming up with a plan to communicate the changes to everyone involved or affected. Then come up with a plan to announce the changes company-wide. 5. Launch the reorganization.

  12. How The Most Successful Companies Plan and Implement A Reorg

    The top strategies and procedures used by "successful" organizations to reorganize: 66% developed a clear communication plan for all internal and external stakeholders. 55% used their reorganization as an opportunity to change mindsets and behaviors in the workforce. 41% focused as much on how the new organizational model would work as on ...

  13. How to Communicate Clearly During Organizational Change

    Summary. While sending the right signals to our followers is important at any time, it is especially important during times of strategic change. There are three main ways in which leaders too ...

  14. Getting Reorgs Right

    Getting Reorgs Right Business management Getting Reorgs Right A practical guide to a misunderstood—and often mismanaged—process by Stephen Heidari-Robinson and Suzanne Heywood From the Magazine...

  15. Organizational Restructuring Process & Templates to Help Plan

    Implementation timelines Key hires or the creation of new roles Frequent and Consistent Communication A restructuring can be neither thrust on the organization nor implemented without the full support of important company leaders and stakeholders.

  16. How to Pull Off the Most Successful Reorganization Possible

    Here are some best practices for handling this period: Have a face of the reorganization, a leader who is driving your communication plan. Create an issue triage and resolution system. Hold ...

  17. Restructuring Communication To Staff: How To Do It Right

    Step one - create a cross-departmental team to plan and organize the restructuring process and organize layoffs. This task force usually includes direct managers and appropriate HR personnel. If needed, you can engage an outplacement firm and have their representatives handle parts of the process. 2.

  18. Company reorganizations: communication is crucial

    Once the reorg plan is solidified, engage the workforce as quickly as possible through communications that clearly convey why the change is being made, what the timeline is and what can be expected. 6. Infrequent communication. An initial communication is a good start, but you must continue to engage with staff on a regular cadence.

  19. Change Management Communication: 5-Step Plan + Template

    Step 4: Execute the Communications Plan. When you receive input and approval on your change communication plan and messages, it's time to take action. Be sure to brief key communication contacts (such as internal communications editors, intranet managers, and video resources) about your plans so they are ready to provide support when needed.

  20. How to Plan an Effective Organization Restructure

    An organization restructure is a change in a company's business model, structure or processes. A restructuring can involve changes to the workforce, reorganization of company hierarchy or introducing new processes. The scale of a restructuring campaign can depend on factors such as launching a new product or meeting customer needs.

  21. PDF FAQ -How to plan a reorganization

    Plan communications outside department to announce reorganization Set up individual meetings with employees whose jobs will change significantly Review, reassess, and gather input during implementation Determine methods to get feedback during implementation Facilitate communication by remaining open to suggestions and concerns

  22. Organizational Restructuring Communication Plan Template

    ClickUp's Organizational Restructuring Communication Plan template is designed to help you effectively communicate changes within your organization. Here are the main elements of this List template: Custom Statuses: Use custom statuses to track the progress of your communication plan, such as Draft, In Progress, and Completed, ensuring that all ...

  23. What Is Company Reorganization? (Plus How To Perform It)

    1. Mergers and consolidations Mergers and consolidations join two separate companies. Specifically, a merger represents the combination of two or more companies through a contractual agreement. Meanwhile, consolidations happen when two companies or entities unite to form a new business.

  24. KPMG Study Reveals Surprising Plan for ESG Spending by Companies

    Despite the recent anti-ESG pushback in the US, many companies — roughly 90% in a survey by KPMG — plan to dedicate more financial resources to ESG over the next three years.

  25. How To Ensure Business Continuity In The Face Of Internet ...

    Artificial intelligence (AI) can be further leveraged for business continuity, with a 2022 Deloitte survey revealing that 76% of respondents plan to increase investments in AI to gain more ...

  26. Tampa Bay, Florida news

    Here's why the Hines-Rays plan is a good deal for St. Pete. 3 hours ago • Opinion. ... Times Publishing Company About us Connect with us Careers. Advertise.

  27. PDF Before the Commissioner of Insurance for The State of Louisiana

    PLAN OF REORGANIZATION REGARDING THE CONVERSION FROM A MUTUAL INSURANCE COMPANY TO A STOCK INSURANCE COMPANY CAUSE NO._____ FINAL WITNESS LIST AND EXHIBIT LIST ON BEHALF OF INTERVENOR, HENRY W. KINNEY ET. AL. NOW INTO THESE PROCEEDINGS, comes in the above-referenced action, Henry W. Kinney, individually and as counsel for Kinney, Ellinghausen ...

  28. Toast cuts 550 employees, plans facility reorganization

    In conjunction with its quarterly results, the Boston-based restaurant management company (NYSE: TOST) said Thursday it is cutting approximately 550 workers as part of a restructuring plan ...

  29. Uber Unveils $7 Billion Buyback Plan in First for Company

    Uber Technologies Inc. will buy back as much as $7 billion in shares to return capital to shareholders after reporting its first full year of operating profit and consistent positive free cash ...