Quelles sont les meilleures stratégies pour aider les employés à s’adapter à une nouvelle structure d’équipe?

The insights from my fellow HR experts are undeniably valuable, however, I'd like to introduce an additional important piece: Learning &Development. In my last organization, I experienced the need for such adaptability when our team went thru a significant structural change. While communication and shared purpose were integral components, we soon realized that something was amiss as we underestimated the tools & training required for our team to excel in their expanded roles – above and beyond the existing L&D plan. Amid structural changes, it's essential to view learning & development as an adhoc, adaptive process. Communication lays the foundation, but I feel the real bridge to success is a robust and agile Learning and Development

I believe a strong handbook/ sharing forum as guide around the topic is amazing at making new comers feel its just like home. A place where they can get information and share how they feel

In my experience, communication is paramount for your team, it is a good way to solidify the professional relation, to coach, to empower the team to act and be part of creation of the ultimate goal of a structurred organization.

"Transitioning to a new member of the corporate family can be done by 1) Embracing open communication, 2) Providing training and resources, 3) Fostering a culture of 'handholding the newcomer,' and 4) Creating an environment for newcomers to sustain and flourish. Then, together, we can navigate change and thrive!

There is no such a thing as “over-communication”! Whatever you communicate about the changes - it will not be enough. Thus, always have an extensive, probably “too much” communication plans to support your changes. The worst thing that can happen is that your employees say: “Again?! We remember everything by heart!” Well, then it means that you did a great job communicating how the things are from now on :)

In such a process it is key to highlight to the employees this is an opportunity also for them and we are not only targeting company goals. When possible, I will try to offer promotions/growth opportunities within the process and make myself available to hear concerns and also flexible to change what can be changed as we go with the process. This will give confidence and empowerment to the people to share open and transparent feedback

In a structural change the most important concerns are how it will befit employee, business and customer. Once employee can see his individual growth prospects he takes pains in developing skills & competencies. Not only the short term recognitions for learning and growth but the concern for his career advancement is highly important. If he is convinced about his individual growth he tries to adopt change with increase in passion.

To start with think of this problem statement as an opportunity. Opportunity to re-evaluate Opportunity to reflect Opportunity to go deep and have career conversations with the employees. Talk about the what and how part.

Fostering an environment of empathy and open dialogue is essential. It's crucial to understand that every individual's aspirations and skills are unique. By aligning personal development goals with the new skill requirements, we can ensure that employees don't feel coerced into roles they never sought. Instead, they perceive the transition as an opportunity for personal growth within the team. This alignment not only fosters a sense of psychological safety but also empowers employees to contribute meaningfully to the team's success, ensuring a smoother adjustment to the new structure.

I think it is really important to assess the individual's mindset whether he/she is open to changes before anything can happen. I think it is really important to communicate that the business is evolving and it is important that we "upskill" so that we can get the results we want. Communicate clearly on the journey and why it is important we develop these new skills.

For me, communication (and over-communication) is crucial in supporting and preparing associates during any restructuring, operating model evolution etc. At the heart of it is transparency and trust. When associates are aware of the honest reasons behind the change and its potential impacts - articulated in the simplest way possible, they are more likely to trust the decisions being made. This helps reduce uncertainty and as well as manage expectations as we navigate the changes, elevate engagement and allow for the business to emerge with a motivated, capable and committed workforce.

Structured Team assimilation program will be one of the important aspects for the team to come together and have one team one vision. Ideally in my view it can be a combination of formal and informal structure of 2-3 days where one understands his or her colleagues beyond work and create some sense of belongingness along with some continuous checkin for next 180 days. The organisation which calls out the right behaviour , clear roles and responsibilities and clear objectives will always benefits in such programs.

I firmly believe that cultivating collaboration and trust is essential for the development of robust teams and the attainment of successful outcomes. My focus was always in building a cult than a team, and what has proven effective for me includes leading with empathy, dedicating time and effort to nurture relationships, maintaining a strong say-do alignment, empowering through systematic delegation and in parallel fostering an entrepreneurial culture, establishing well-defined expectations, promoting a fear-free environment where open communication prevails, and last but not the least, emphasizing constructive feedback for issue resolution rather than personal criticism.

During restructures trust is often completely broken, as the ‘winners’ and ‘losers’ emerge. Restructuring seldom delivers the expected benefits. My advice: Unless you are a skilled change leader, try other ways to bring about change or face the consequences of a distracted and often disengaged workforce in the aftermath.

Our human brain is programmed to resist any kind of change, we don't trust easily. however with proper interventions this can be addressed. Trust building will not happen overnight, its a process and it will take time by doing the right team building activities/interventions

Be kind to your employees and give them time to accept the news. Any change requires capabilities to handle it; for some people, it may take longer. Communication helps when you make meaningful (= focused on other people's needs, not only yourself) talks and attempt to understand other people's concerns. Keep on reiterating the changes, as people will keep on going the same routes, and you will need to guide them kindly to the new way of working.

Well lets do not forget to assess old functional processes and how they need to be adjust to new structure. We tend to think big picture here and assume they will remain same, or just few twist needed. And lets go even beyond team and map all our connections and collaboration with other key stakeholders in the organisation. For many reorganisation this seems to be blind spot.

I think, this is phase for competent leaders to upbring employees through empathy, make them feel that they are integral part the team to make the organization suceed. Encouraging them to take risk, giving them chance to learn from their mistakes and inspiring them to lead will increase their conviction and confidence in self and in team. It will develop a stage where they will take ownership of work with accountability and take decision on their own. In an open work culture, they will exchange thoughts, collaborate ideas to innovate and transform.

Take time to celebrate small victories and efforts! Sometimes we wait for the project to end in order to congratulate the participants, but in the restructuring process, when trust is shaken, people need more reassurance they are on track and it is our job to notice that and give them the motivation and inspiration to keep going

I think the most important thing is to also allow your team to make mistakes and not crucify them for it. I have seen people who has lost their confidence when they make wrong decisions. We should empower and motivate but more importantly let them learn from their wrong decisions and understand their thought process behind it.

I agree that some smart metrics are important in measuring the success of the new organisation. Equally don't forget your humanity. All this talk about measurement and data can make the team feel surveilled and monitored. Having been through a sometimes trust testing and difficult/stressful time, you must remember to do this thoughtfully or risk losing more trust.

Change is never pleasant. However, a thoughtful plan and execution can help people navigate the same. - Start by clearly explaining reasons for the changes, what they will entail, and how they may impact employees' roles, responsibilities and reporting hierarchy. - Encourage employees to participate in the change process. - Host regular meetings for employees to share their experiences and feedback on the new setup - Provide proper training for employees to understand and adapt to their new roles - Foster a positive, supportive workplace culture - Keep track of how the new structure is working out. See where adjustments need to be made and ensure the changes are having the intended positive effects.

For many reasons, it's important to keep an eye on and evaluate the team as it changes. It lets HR figure out how well changes are working and make sure they're in line with the company's goals. By keeping track of success, HR can spot problems early and take action at the right time. Evaluation gives useful information about how employees are adapting, which lets you give them specific help where it's needed. It also helps figure out how the change affects morale, efficiency, and teamwork. Regular evaluations make sure that the restructuring process is on track, which leads to a smooth transfer and a strong, motivated workforce.

One thing that I have found useful is to make the change processes as seamless as possible. The concept of Minimum Viable Changes (MVCs) play an important role in this. Instead of make transformational shifts in the team's ways of working, composition, structure etc., make it in small bite sized steps.

This step is a very important to do to monitor and evaluate. Somehow, it shouldn't only a performance but from my experience we have to monitor and evaluate more about, - Feeling - Expectation - Mindset - Behavior - Personal sitiation - Performance - Passion Then have a conversation to find the right thing and solve it together. We are human and always adjust per situation also up&down^____^

Before embarking on restructuring your team ask yourself what change are you really seeking. A restructure may not always be the best solution. Restructures tend to distract and turn the focus inwards. I’ve always found that reframing works better than restructuring - and brings about faster change, with less noise.

Changing team structure is complex with many moving parts and considerations, and “a big deal.” The more team members are involved in the actual change process the increased likelihood of their support. Obviously there are practical and tactical aspects of including your teams. As mentioned, clear and consistent communication is key. The more teams feel a part of, and considered and respected in the process the greater likelihood for success. The more teams feel they’re an afterthought or “being done too”, the less they’ll support the change. Senior leaders need to walk the talk and do what they say. The more disparity between words and actions, the less the change will be seen as credible. Integrity and role models matter in change!

Change is inevitable, and in today’s fast-paced business world, adaptability is key to success. Organizations often need to restructure to stay competitive or respond to evolving market conditions. However, the way in which these changes are implemented can make a significant difference in their success. Uncertainty is the silent saboteur of productivity and morale. When employees are unsure about their roles, reporting relationships, or the direction of the organization, it can create anxiety and we will end up losing high-performing talents. To mitigate the risks associated with restructuring, organizations should focus on swiftly concluding restructuring efforts and more importantly, communicating that the restructuring is completed.

To enhance monitoring and evaluation in the new team structure, consider implementing peer assessments, clear KPIs, feedback platforms, external benchmarks, and regular training. Utilize recognition programs, pulse surveys, and employee suggestion systems to gather real-time feedback and promote morale. Share success stories, conduct regular check-ins, and explore the potential benefits of external consultants. Encourage cross-functional collaboration, organize innovation challenges, and keep the focus on creativity and problem-solving. Customizing these approaches to your organization's needs will create a comprehensive and adaptable monitoring and evaluation process.

Communicate to the employees well in advance so that they get themselves prepared for the change. And give them insights of advantages of having the structural change personally and officially. It is very important that the mission of structural changes should be amended well so that all the employees feel right about the change.