Skip to content

Design & Delivery of an organisation-wide restructure

Inevitably, restructures have different implications for different groups of people. For change to be successfully implemented, it means engaging meaningfully with them all, including those who will be losing their jobs.

The Context

The company – a leader in the global marketing of independent hotels – had grown rapidly from start-up, but their structure hadn’t kept pace. They needed to change to implement their business strategy, realign their functional roles and responsibilities, and improve efficiencies to support anticipated growth. With no in-house HR function, we not only needed to work strategically with the CEO to develop the proposal, we were also tasked with carrying out the consultation process with their people.

Our Approach

The proposed restructure involved the amalgamation of job roles, job design for new roles, headcount reduction across all levels of the organisation (including the Executive Board), and the relocation of certain roles, 120 miles north of their current London location.

Beyond careful planning, crucial to the project’s success was careful communication. To ensure everyone was aligned, we needed to help them understand exactly why this needed to happen. Once agreed, we worked onsite to support employees and ensure that the consultation process was effective and empathetic.

The Outcome

A new structure was implemented that enabled the business to move forward in the best possible shape. Cost and process efficiencies gained from the restructure and partial relocation have resulted in the desired improvement in customer experience.

As with any consultation process, not all the scenarios were straight forward. However, because we were engaged early in the process, we were able to challenge the CEO’s thinking to get the best possible outcomes for both impacted individuals and the organisation.

Next Steps

Immediately after the restructure, we worked with the remaining employees to ensure that they were engaged and motivated in the new world. We have put plans in place to support those in new roles in reaching their potential as quickly as possible. These include interventions that will help newly formed teams to build strong relationships. We are also reviewing the company culture and values to ensure that they align with the new business strategy.

Kate Hardcastle

Kate Hardcastle

Kate is a Chartered MCIPD HR professional and one of our business-improvement gurus. With over 20 years’ experience in consulting and other business-improvement roles, she inspires individuals, leaders, and organisations to perform to their best.

About the author >

Further insights

A purpose-driven organisation: Creating cultural synergy

Against a backdrop of rising costs, flatlining growth, and an insolvency rate that is at its highest since 2008, purpose-driven organisations are not only more resilient, but also finding ways in which to thrive.


Financial Controller needed urgently

When, after three months, multiple recruitment consultancies had failed to find any, Seymour John secured four suitable candidates within two weeks of starting our exclusive search for a Financial Controller.


The people you need when you need them

Working in partnership with Arden & GEM CSU to provide multi-specialism, multi-role temporary and fixed-term contract support to the NHS.

All articles

We know what great looks like

Whether through permanent and interim recruitment or project consultancy and solution delivery, we are people experts who work with expert people to support, develop, and guide our clients’ organisations.

Contact us today
Web development by Bluelinemedia