Role of HR in Times of Change

Desired Outcomes HR and Legal Counsel’s Strategic Input

Employees are aligned with the new company strategies (focusing on the right work, performing it in the right way, etc.)

More likely to see this if the RIF was not simply a cost-cutting measure, but rather a more transformative tool, designed from the outset to realize a greater company goal or strategy

Examples include pairing the reduction with new ways of prioritizing work or more efficient means of completing work

Goal is to reduce the feeling among the “survivors” that they are doing more with less, and instead empowers them to make better judgments about how they prioritize work

Employees can (and do) speak to the business case for why the RIF was the right decision

Design the RIF to achieve a foundational company strategy Develop a strong internal communication plan that explains

the rationale supporting the RIF decision and allows them to see how the future state (post-RIF) will improve on the present

Desired Outcomes HR and Legal Counsel’s Strategic Input

Employees continue to have trust in leadership and confidence in the direction of the organisation

Make employee communications transparent, authentic and honest

While confidentiality is paramount find ways to manage the change so that employees aren't caught by surprise

Give employees enough of the bigger picture so they can connect the work they do each day back to the broader company objectives that prompted the RIF in the first place

Employees are engaged, have a strong intent to stay

Focus your attention on the RIF “stayers”, don’t just cater to the “goers”

Build a retention plan simultaneous with the reduction plan Measure success outcomes through employee surveys and

other engagement tools