Every structural change – from acquisitions to carve-outs, relocations or branch closures to the “classic” restructurings – presents management with major communicative challenges. How can we convey the acquisition in a positive light, even if it costs jobs? When and how do we inform our employees? How do we retain the best skilled staff? How do we keep the uncertainty phase to a minimum?
This leads to a clash of perspectives from the Communication, HR and Legal functions, in that they have to negotiate: How transparent are we? Do we directly address negative consequences? Do we also inform location authorities? Do we take calculated legal risks for the sake of good communication?
Over the next few months, Farner will be highlighting various aspects of reorganisation/restructuring.
Contact: Tanja Passow