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How to Support Employees Through Organizational Change
Key Success Factors 9-11: Selection Processes and Staff Support
Key Element 9 – Design a Process for Selection to Available Positions
Organizations should ensure that no employee should have to re-apply for a job that has not significantly changed during a change process.
Employees should be re-designated to positions providing they have previously met the selection criteria.
Where the pool of employees competing for available jobs exceeds the number of jobs available, a closed-merit selection process should be used to select individuals for the available jobs.
Key Element 10 – Support Staff Deployed to Other Units
If after closed merit selection, there are surplus employees, these employees are eligible for deployment.
All employees who have been identified for deployment should receive appropriate mentoring and support.
Below are a range of tips to support staff that are to be deployed:
A 'case manager' should be appointed for each employee who is or likely to be surplus.
The immediate supervisor should also assist staff seeking deployment and unit managers are required to act as mentors by supporting and providing advice throughout the process.
Career planning workshops should be made available to assist staff to assess their current situation and provide them with the knowledge and skills to manage their future career.
Mentors should be prepared to give sufficient time and energy to deployees to ensure they are handled professionally, with care and concern, and to help them effectively settle back into the workplace.
Providing Deployees with Work Experience
Throughout the change process, a method of providing deployees with work experience through placement needs to be developed.
Follow the tips below in order to do so:
Placements can be initiated by deployees, their line managers, the work unit in which placements are available or the human resource department.
Line managers should reinforce to deployees that they should actively continue to apply for permanent positions, while they are on temporary work placements.
Work placements should preferably increase the likelihood of providing long term permanent appointment of staff surplus to requirements.
Placements should be negotiated between the deployee, the deployee's manager and the manager of the area in which the work experience is available.
The Role of Case Managers
Case Managers are expected to adopt a supportive, monitoring, overseeing role during staff member's deployment.
Case Managers also need to ensure that:
Deployees are not transferred without their agreement if the position requires a relocation of more than one hour from the deployee's residence.
The Role of Case Managers (Continued)
It is of utmost importance that case managers are supportive throughout the entire process.
The tips outlined below will help case managers adopt a supportive role:
Managers should arrange fortnightly or monthly meetings to check the progress of staff seeking deployment.
An action plan should be developed to enable deployees, in consultation with line managers, to state the actions to be taken and the timeframe for deployment.
A typical action plan will state who will do what by when and include a deployee's career preferences, current skills, knowledge and abilities, a curriculum vitae or resume, training needs, potential employers to canvass, the types of work and the localities the deployee is prepared to work.
The action plan should be regularly reviewed at meetings between the Case Manager and the deployee.
The Role of the Deployee
Deployees should understand they must take responsibility for their future and should be active in accessing available support as well as seeking alternate employment either internally or externally.
Ideas for helping deployees to understand their responsibility include:
Deployees should approach the Employee Assistance Service for advice and counseling where appropriate.
Deployees should be actively looking for other opportunities of employment.
Deployees can obtain administrative support for the preparation of vacancy applications.
The Role of the Deployee (Continued)
A process may exist for deployees to be involuntarily transferred to another job if they are suitable.
Such a process is subject to a determination of suitability, which aims to determines whether the employee can perform the job effectively after reasonable induction training has been provided.
Key Element 11 – Providing Support for Staff who take Voluntary Early Retirement
A particular change program may result in positions becoming redundant.
Under certain guidelines, a Voluntary Early Retirement Scheme may be offered to all employees engaged in positions identified as surplus.
Employees who have expressed an interest in voluntary early retirement should be supported by the organization to ensure that the transition from working life to the new desired position is as smooth as possible.
Staff taking Voluntary Early Retirement should be:
Offered advice and counseling.
Encouraged by management to obtain assistance with financial planning.
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