Managing the human impact of change is often difficult for managers in any organisation. Often we see organisations make restructuring decisions where the financial outcome outweighs all other associated issues including the employees affected. As a result, employee skills and experience become an unintended casualty of the change. But does it really need to be like this?

Redeployment programs provide opportunities for employees elsewhere in the organisation, and most importantly from a managerial perspective, allow organisations to retain the existing skills and experience within the company. However, the challenge for many organisations is:

  • The ability to provide visibility of opportunities to the employees affected by change.
  • The effected employee’s ability to effectively network and market their skills across the organisation, within a limited timeframe.

So how can these impediments be overcome? And what is the cost to an organisation if existing talent and experience walk out the door, purely as a result of a poorly managed redundancy program?

At Choice, we have worked with many organisations struggling with redeployment, and our experience tells us that effective redeployment programs have the following characteristics:

Redeployment actionWhy is it important?
Leadership and commitmentSuccessful redeployment programs are driven by strong leadership and commitment to the process.
Employees understand the processEmployees need to understand how the process operates and have the confidence it will support them during the period of transition.
A redeployment process which is well understood and consistently applied by the organisationThe process needs to be consistently applied across the whole organisation.
One to one delivery modelEvery person undertaking transition has different needs and