Restructuring In Schools Merlyn Vlotman – HR Consultant

Contents Defining Change Understand Why Restructure is Needed Communicating The Benefits Keep The Negatives In Mind Planning Process Communication Behaviours

Contents Fair Procedures Visibility The Finance of Change The Risks of Getting it Wrong Preparing for Post-Restructure Summary

Defining Change Departmental redefining Reporting lines Academisation Joining a Multi Academy Trust Merging schools Downsizing

Understand Why Restructure is Needed To stay competitive Not reaching goals Finances

Communicating the benefits Efficiency Progress Over time restructuring can lead to positive changes Stronger/defined job description

Keep the negatives in mind Inconsistent explanations of what's happening Keep a handle on perception Impact in the classroom Survivor guilt Disruption Inertia

Planning Plan with the values and culture of school in mind Bring the best people to your transformation team Make the process a set of specific stages Review and analysis stages should be included Use the services of a consultant Seek Governors’ support

How to proceed for smoother restructuring Early HR involvement at the planning process Consultations with unions Review the factors for restructuring Define the reason for restructuring - this is core to communications Refer to legislation - Disability, Age, Gender (Discrimination) Skill sets & performance measures - applied consistently

Communication Keep stock of your own feelings Connect with the emotions of staff Resolve conflicts

Behaviours Set the tone by presenting positive behaviour Balance of power Keep the workforce motivated Change management Real values

Fair Procedures Fair selection criteria Listen to staff suggestions and opinions Consider the effects on different groups e.g. Teaching Assistants, Teachers, Support Staff Transparency

Visibility Always be available to staff Avoid secret meetings Be honest Be genuine It’s OK not to know all the answers

The Finance of Change Not just redundancy pay-outs There is a cost to restructures in staff time, legal and consultancy Getting it wrong could really cost… in court Doing things right first time… saves

Risks of Getting It Wrong Increased absence Poor performance Resignations Gossip

Preparing for Post-Restructure Get input from staff for the future vision Keep CPD on the agenda Bring in “aftercare” if needed

Summary Negativity during restructure Positivity after restructure Communication is key Keep reviewing the process If part of your plan isn’t working – change it – communicate it

Quote “Where employees feel that the change has led to a positive outcome for them they report better wellbeing after the event. What can make them feel that it is positive is if they have had the opportunity to influence the process and feel that management, and in particular senior management, have also supported it.” Karina Nielsen - Professor of work and organisational psychology, Norwich Business School, UEA