Overloading is not the answer to efficiency
Change is always a challenging balance between the human and structural impacts of the process and continuing productivity. No one feels this pressure more acutely than the management team which is often charged with ensuring that the strategy is turned into effective operational processes while dealing with the implications on personnel.
With the uncertainty of a major restructure it is natural to look inward, lose sight of the ‘day job’ and a fall in operational efficiency is a typical outcome. With change often requiring a reduction in head count and a stretch in individual responsibilities too, there is genuine potential to see workload increase at a time of insecurity.
To mitigate a drop in performance and severe overloading on resource, it is important to support all levels of the organisation with additional expertise and guidance. External consultants can guide and steer through the change process, providing an independent eye and specialist expertise, while interim HR support can supplement a specific division inevitably under significant pressure, ensuring no-one burns out.
A fundamental role of the manager is to support their team through the challenges of change. But are enough organisations supporting them? All too often we see managers tasked with implementing and managing the impacts of change but left overloaded and ill-equipped for the process. With appropriate support, they can be the catalyst for positive change so make sure their needs are not overlooked.