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Reorganization People Placement

Guest post by: Robert Whipple

Article Overview: If you are going through a reorganization soon, pay special attention to the placement of people in the new order. It is critical for your success. This article gives some tips to remember when selecting people to fill slots in a reorganized entity.

Reorganization People Placement

Selecting people to fill job slots is critical. The right people must be in jobs that make the best use of their talents. Although most groups don't identify people for the slots until after the slots are identified, rest assured everyone is trying to visualize where they will fit. This is unnerving to all but the most secure people. There is no simple cure for this tension but it helps if you are clear about the objectives and sensitive to people's fears. You need to make decisions with strong input from all stakeholders, including support groups, customers, and suppliers. People in the organization need to know their input is valued. Try to avoid a kind of papal succession cloister, where nobody knows what is happening until the smoke goes up.

The design period offers an opportunity for politicking and back-stabbing among the staff. You must set the moral tone to mitigate these natural tendencies. Let everyone know you will not tolerate any inappropriate behavior, and coach people privately if they go astray. In an atmosphere of trust, you will know immediately if people are doing inappropriate things, and you can bring them back to reality gently but firmly.

Often there is an opportunity to go outside for some fresh blood and a more diversified population on the final team. You become a master negotiator, both inside the existing group and outside. Work quickly on these deliberations, because the whole organization is holding its breath for the answer and things are in limbo until people know their roles.

Avoid announcing some of the slots and having several of them with "To Be Announced" as the name. This only heightens the anxiety in the minds of those not yet placed. Make selections with conviction and courage. Do not procrastinate. Sometimes it is necessary to leave a name as TBA if you are negotiating outside for a key resource who can't be freed up. Keep this activity to a minimum, while being sensitive to the need for a timely announcement. It is a balancing act.

Announcing the new organization needs to be done with sensitivity. Some people will have been demoted or removed in the process, others brought on-board or elevated. A one-on-one discussion with all impacted people is mandatory before going public with the results. In these discussions, you can probe for ways to make the announcement more palatable and show sensitivity to impacted people.

When announcing the new structure, make sure everyone gets the message clearly along with the business rationale. Relate the new organization to the strategic plan and the gap closures identified in your SWOT analysis. Make sure all stakeholders get the message. This is often a stumbling block. I recall a very annoyed supplier who was inadvertently left out of the communication in a reorganization. I had to eat a lot of crow before we were on good terms again, and it took longer for this supplier to be comfortable with my personnel selections.

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Article Tags: leadership, reorganization, staffing, trust



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