Assessing for restructure or redundancy

Downsizing or streamlining your workforce? Here’s how to do it right.

When you need to identify redundancy in your workforce

All organisations will go through change at some point. Change is often required as a company grows, and sometimes the state of the world pushes organisations to adjust to a new way of working. That change can become complicated when you’re faced with a need to restructure your operations in order to be more efficient or leaner.

Increasing efficiency may require a reduction in overhead costs, the majority of which is often employee salaries. This means you need to identify who among your current employees has what it takes to fit into your organisation going forward. But how do you decide which of your talent to keep? Making certain positions or people redundant is an important decision – and starting the redundancy process should be thought through thoroughly and objectively.


Our top 5 tips for restructuring into a leaner organisation

    Clarify what you want to achieve

    Are you going through an acquisition or merger and need to combine workforces? Are you downsizing or streamlining your operations? Are you changing the structure of job levels within your organisation? Are you adjusting to some type of external shift in the world of work? Has there been a change to your mission or vision? Look at your current situation, seek advice, and decide what you want to achieve before you consider how to get there.

    Be transparent

    The first rule for moving forward with any type of change that will affect roles and talent within your organisation is to be clear and transparent. Let your employees know what’s coming and how they may be affected. The more informed everyone is, the fewer challenges there will be.

    Get buy-in from your people

    In some cases, it can be beneficial to involve your employees in the redundancy project. Ask your employees to list the skills required for success in their roles, and then rank them in order of importance. Involve them in discussions about efficiency and what makes people productive in their roles. Including them in the process can help with buy in and ensure everyone is aware of the rigorous measurements and data involved. Plus, it can help with the transition to alternative employment if employees will be offered an alternative role which differs wholly or partly from their original role.

    Conduct rigorous job analysis

    Look at every level and every position within your organisation. Analyse all the things someone currently in each role needs to do in order to be effective. Figure out where there are overlaps in job function and if there are any gaps that need to be filled. It pays to invest as much as you can to ensure you’re looking at and measuring the right things in the most objective way possible.

    Think long-term

    While your restructuring needs may be immediate, you should be planning for the future as well. What is your recruitment strategy for today and tomorrow? What will you need from your talent in 5 or 10 years? Think more broadly about your future organisational needs and give yourself room to grow.


Proven expertise in restructuring for redundancy

  • £900,000 saved over a 2-year recruitment cycle

    Identifying the potential within your teams

    How a global telecommunications provider worked with Talogy to accurately assess the potential of a team of 80 international solution sales professionals brought together through merger and acquisition

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What we’ve been able to do is industrialise the kind of subjective assessments which hugely experienced sales directors will make based on experience and expertise. So that any manager, however inexperienced, can have the same success rate when recruiting into their teams. This takes the need for 30 years’ experience and days upon days of wasted interviews away and gives a business a validated methodology for achieving success in recruitment.

Sales Manager

FTSE 100 Global Telecoms provider

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