In the last week or so, we have read about the massive global restructuring projects about to be undertaken by both Malaysian Airlines (6,000 redundancies) and HSBC Bank (60,000 redundancies). Both of these announcements are transformational to the respective organisations and will have a profound impact upon the employees leaving the organisation, as well as those who remain.

When planning and implementing a global change of this nature, how do you support your leadership team and fellow employees?

It’s pertinent to note that both Malaysian Airlines and HSBC Bank are service oriented organisations. They rely significantly upon the human assets they employ to build and grow their organisation; to deliver the services their customers require, to administer their internal processes, and to effectively work together to present a seamless customer experience across the many countries in which they operate. When a global transformation occurs, these same employees are suddenly lumped with a great deal of uncertainty. Their job and financial stability are seemingly put at risk, and they all want the answer to one question, “What does this mean for me?”

As an HR Manager, it is your responsibility to manage the human impact of change within your organisation. But how do you manage the successful roll out of a global transformation whilst managing the engagement of your workforce?

Successful transformation on a global scale requires a number of different elements, including:

  • Exceptional and decisive leadership;
  • A clear plan with identified milestones;
  • A committed leadership team;
  • A communications strategy, which acknowledges all stakeholder needs, but particularly addresses the needs of employees who will be required to implement the plan; and
  • A clearly defined Change Management strategy for your organisation, including:
    • What will change look like?
    • Why is change required?
    • When is it going to happen?
    • Who is affected?
    • Where will it happen?
    • Recognition that diversity of cultures may require additional or alternative support.

In many cases, human capital is an organisations most valuable asset. Des