The document discusses lessons learned from restructuring initiatives at schools. It emphasizes the importance of adequate planning, including setting clear timelines and budgets. Failure to plan properly can result in costly delays and dissatisfaction from unions. The wider implications of restructuring like strikes and low staff morale are also examined. The document offers alternatives to immediate restructuring such as improved absence management and performance reviews, which can save significant funds. Overall, it stresses having a well-developed process and considering all impacts and options before embarking on major organizational changes.

1. HR for Education 2017
Restructure masterclass

2. Restructure Masterclass –
Lessons Learnt
Tom Wallace, HR Consultant
Emily Addai, Employment Solicitor
Join the conversation #BJ_HREd

3. Session Overview
Adequately planning (timings are key)
Wider implications of a restructure (internal)
Reputation/Branding (external)
Alternatives to an immediate restructure

4. Adequately planning
Timings – union/staff reactions
• What are the cost savings you need to achieve
• Don’t wait to take action
“Why did you wait until the figure
was £1,000,000. Surely at £100,000
action should have been taken”

5. Adequately planning – case study 1
• Head contacts HR Consultant for support on a restructure in
February with effect from 31st August. Advice is provided
outlining format for Business Case and key dates (urgent due
to time constraints). Business Manager stating must be done
by 31st August otherwise wouldn’t have funds to pay staff.
• No further advice from HR Consultant and no contact until
middle of March when Head wanted to start consultation the
week before Easter holidays.

6. Adequately planning – case study 1
• What went wrong
• Financial risk v employment/staff risks
• Budget concerns known 2 years previously

7. Adequately planning
• Teachers – Based on teaching periods – curriculum and
timetable
• Summer term best time to restructure teachers but
timetable for September has often not been agreed.
• Causes difficultly in looking at second subjects/avoiding
redundancies

8. Adequately planning case study 2
PE Staff at risk as expected teaching periods are significantly
less than current teaching staff
Final curriculum hasn't been announced/decided and need to
wait until after 31st May for any resignations

9. Wider implications of a restructure (Internal)
• Strikes - rolling ballot – internal impact
• Vote of no confidence in Head
• Demoralised employees – ‘survivor syndrome’
• Pupil performance – restructure typically during exams

10. Reputation/Branding (External)
• Media – local news
• Ofsted – parents/staff writing to OFSTED
• ESFA – concerns with finance management and not being
able to demonstrate balanced budget
• Strike (external factors) – parents having time off work

11. Alternatives to an immediate restructure
• Absence Management – significant savings
• Performance Management – UPS3 teachers with TLRs
- for most Secondary Schools these can cost over
1 million with on-costs
- are they your highest performing teachers
- Can you justify the TLR

12. Alternatives to a restructure (Case Study 3)
• Large Secondary Academy – Extremely high absence (costing
circa £400,000 per year).
• Return to work interviews not being done – poor absence
management process
• Principal began doing all return to work meetings for 3
months then passed to VP – absence levels dropped across
the Academy – after year 1 absence cost reduced £120,000 –
still high.

13. Online resources
www.brownejacobson.com/education

14. Get in touch
Emily Addai | +44 (0)115 976 6501
emily.addai@brownejacobson.com
Please note
The information contained in these notes is based on the position at October 2017. It does,
of course, only represent a summary of the subject matter covered and is not intended to
be a substitute for detailed advice. If you would like to discuss any of the matters covered
in further detail, our team would be happy to do so.
© Browne Jacobson LLP 2017. Browne Jacobson LLP is a limited liability partnership.
Tom Wallace | +44 (0)20 7871 8513
tom.wallace@brownejacobson.com