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How to manage operational change in a time of uncertainty

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The economic impact of coronavirus means that many voluntary sector organisations will be going through a period of significant change over the coming months. For many of the hardest hit charities, the process of restructuring and making redundancies will sadly be inevitable. In this webinar we help organisations prepare for this context.

Published in: Government & Nonprofit
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How to manage operational change in a time of uncertainty

  1. 1. HOW TO MANAGE OPERATIONAL CHANGE IN A TIME OF UNCERTAINTY 23 JULY 2020
  2. 2. WELCOME AND INTRODUCTIONS • Josie Hinton, Capacity Building Programmes Manager, NCVO • Maria Aguilar, Director, HR Services Partnership • Sarah Mcintosh, Director of People and Organisational Effectiveness, Mental Health First Aid England
  3. 3. RESTRUCTURING AND REDUNDANCIES Getting the process right Maria Aguilar, Director
  4. 4. CONTENT • Redundancy or restructure? • The business case • Overview of key steps • The timetable • Selection methods • The consultation process • Voluntary redundancy • Governance
  5. 5. RESTRUCTURE OR REDUNDANCY? Definition of redundancy • You cease (or intend to cease) to carry out work either completely or in the place the employee is employed OR • You require fewer staff to carry out work of a particular kind
  6. 6. RESTRUCTURE OR REDUNDANCY? What we mean by a restructure or re-organisation • General right of employers to organise themselves as they see fit​ • General obligation on trustees to manage the charity efficiently Which means you are allowed to re-organise how you are structured
  7. 7. POLL 1 Are you considering restructuring and or redundancy? 1. Yes 2. No 3. Not sure
  8. 8. FAIR REASONS FOR DISMISSAL • Capability • Qualifications​ • Conduct​ • Redundancy​ • Employee or organisation would break a legal duty or restriction if they continued to employ​ • Some other substantial reason​
  9. 9. THE BUSINESS CASE • Why are you doing this? • What problem are you fixing? What are you seeking to achieve? • What is the current structure? • What is the proposed structure? • What is the impact on individual jobs? • What will it all cost?
  10. 10. OVERVIEW OF KEY STEPS Under 20 staff to be made redundant 1. Announce 2. Letter putting people ‘at risk’ 3. Consultation 4. Decision 5. Letter giving notice Over 20 staff to be made redundant Collective consultation with: • Recognised trade union OR staff representatives • Process laid down – elect reps • See ACAS Guide on collective redundancy
  11. 11. SELECTION METHODS • Single (stand alone) posts being made redundant? OR • Jobs which are similar and can be ‘pooled’? • For example, co-ordinators; programme managers; finance officers etc… Two ways of selecting – desktop selection OR by interview
  12. 12. THE CONSULTATION PROCESS 1. Announcement meeting – is not consultation! 2. First consultation meeting 3. Second consultation meeting 1. Consultation on structure closes and decision on final structure 2. Interviews for new jobs 4. Third and final consultation meeting 1. Interviews for new jobs
  13. 13. CONSULTATION TO INCLUDE… • Why it’s all happening • Why is their job at risk • The proposed new structure • Possible alternatives to redundancy • The redundancy package
  14. 14. VOLUNTARY REDUNDANCY • Is not a resignation! • Consultation must continue – albeit shorter • Redundancy notice still to be issued
  15. 15. GOVERNANCE Decide on role of the board to: • approve the business case and proposed redundancies ‘in principle, subject to consultation’ • approve the final structure • hear any appeals.
  16. 16. SUMMARY • Have a clear, well thought through business case • Restructure or redundancy? • Decide on the role of the board • Plan the consultation • Document everything!
  17. 17. MENTAL HEALTH & PSYCHOLOGICAL SAFETY IN ORGANISATIONAL DOWNSIZING Sarah Mcintosh, Director of People and Organisational Effectiveness
  18. 18. WHAT IS MENTAL HEALTH? Mental health is part of our overall health – we all have mental health A good barometer for our mental health is shown by: • How we feel, think and behave • How we cope with the ups and downs of everyday life • How we feel about ourselves and our life • How we see ourselves in the future • How we deal with negative things that happen in our life • Our self-esteem or confidence • How stress affects us
  19. 19. POLL 2 How confident do you feel in supporting the mental health of your staff and or volunteers through a time of significant change? 1. Extremely confident 2. Very confident 3. Confident 4. Not very confident 5. Not at all confident
  20. 20. PSYCHOLOGICAL SAFETY ‘Being able to show one’s self without fear of negative consequences of self-image, status or career.’
  21. 21. • Ethnicity/BAME • Those with existing mental health issues • Disabled • LGBT • Older • Carers/Parents • Sole earners • Lower paid IMPACT ONVULNERABLE GROUPS T ON VULNERABLE GROUPS
  22. 22. TYPICAL REACTIONS TOTHE NEWS OF DOWNSIZING
  23. 23. KÜBLER-ROSS GRIEF CYCLE Information and communication Emotional support Guidance and Direction
  24. 24. THINGS TO CONSIDER
  25. 25. CREATING PSYCHOLOGICAL SAFETY IN DOWNSIZING You • Policy/process walk-through before any process starts • Regular 121s will all employees on the process and their mental health and wellbeing • Agree reasonable adjustments for staff with disabilities or existing mental health issues • Signpost EAP services, counselling, MHFAiders if you have them
  26. 26. CREATING PSYCHOLOGICAL SAFETY IN DOWNSIZING • Share the financial problems early and in a transparent way • InvolveTrade Union or employee forums immediately • Clear policies, processes and timelines provide real clarity • Create anonymous ways to ask questions or provide feedback • Publish all questions and answers • Hold regular drop in sessions to ask questions on process • Ensure a genuine two way consultation Trust
  27. 27. CREATING PSYCHOLOGICAL SAFETY IN DOWNSIZING Autonomy • Regular face to face communications • When you tell people the timeline, ask what additional support or communications might be helpful • A redundancy process that gives people choice is better for psychological wellbeing
  28. 28. CREATING PSYCHOLOGICAL SAFETY IN DOWNSIZING • Ensure all stakeholders know what else is being done to save money/generate income • Share selection criteria openly and as early as you can • Keep good records on selection and share the scoring • Use decision making panels that are diverse • Make plans now to monitor redundancy pools by ethnicity, gender and other diversity/marginalised groups Fairnes s
  29. 29. CREATING PSYCHOLOGICAL SAFETY IN DOWNSIZING Security • If you can, enhance your redundancy pay with a minimum number of weeks payment to help those on lower wages and those with less than 2 years service • If you can, pay people PILON and unused holidays • Signpost to organisations that can help with financial budgeting, benefits advice and support • Offer CV workshops, interview tips, career coaching – if you can’t pay for them crowdsource them • Offer time off for CV writing, attending interviews
  30. 30. CREATING PSYCHOLOGICAL SAFETY IN DOWNSIZING • A good send off/exit for those being made redundant to reward and recognise contribution supports self esteem • Group leaving dates together if you can to encourage consistent exit celebrations • If you can’t do an organisational gift you can do organisational cards or an online leaving book • Do a LinkedIn recommendation for every employee who leaves Esteem
  31. 31. THE EFFECT OF DOWNSIZING ONTHOSE WHO STAY • Give clear clarity and goals for those left behind • Re-engage with mission, purpose plans and ways of working • Communicate, communicate, communicate • People will want visible leaders more than ever • Support wellbeing and workloads • Consider wellbeing action plans with regular reviews
  32. 32. QUESTIONS
  33. 33. REMINDER: NCVO PRACTICAL SUPPORT All organisations can access our NCVO Knowhow guidance, tools and resources. Check out our webinar series on topics relevant to the pandemic on NCVO’s training platform. Check out NCVO’s new range of online training on NCVO’s training platform. Recording and signposting to relevant material will be sent round. We would love to hear your feedback.
  34. 34. RESOURCES • ACAS Guide to managing 20+ redundancies • MHFA Line Managers Resource • NCVO Knowhow: Managing organisational change • Blog: How to support staff wellbeing during coronavirus • HR Services Partnership news and events • MHFA England resources
  35. 35. NCVO champions the voluntary sector and volunteer movement to create a better society. We connect, represent and support over 15,000 voluntary sector member organisations, from the smallest community groups to the largest charities. This helps our members and their millions of volunteers make the biggest difference to the causes they believe in. • Search for NCVO membership • Visit www.ncvo.org.uk/join • Email membership@ncvo.org.uk 35

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