Effective Organisational Consolidation following Business Transformation: a Point of Engagement

Clayton Glen ñ Director, HDA

Employee Engagement and Transformation
As experienced organisational transformation consultants, our experience is that far too many organisational transformation initiatives, (restructuring, downsizing, mergers, outsourcing and so on) fail to generate expected commercial and effectiveness benefits within an optimal period, given a tendency for organisations to flounder in that hazy area beyond the operational project plan called employee engagement.

ëEmployee engagementí is an old concept, re-clothed in new HR-speak, but essentially it is all about ensuring that people are well informed about ëwhatís good and whatís badí, they have the opportunity to feed back their views on opportunities and threats, they are supported through any dissonance caused by organisational change, they are trusted by the organisation, they have reasons to trust the organisation and its leadership, they are motivated to perform, the organisation is seen to be reducing or removing sources of day-today hassle and irritation, credible evidence is provided by the organisation that the ëgrass is still greener here than elsewhereí, and so on.

When people are engaged, good things happen, motivation breeds success and progress is swift. When levels of engagement are low, things meander, and ëoverheadí is a by-product; translating into lost time, impaired competitive position and lost money. Following organisational transformation, organisations are eager to revert to ëbusiness as usualí as soon as possible, albeit that the business may look and feel like a very different organisation, with some or entirely new objectives. Low levels of engagement make this process creak.

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