1. Restructuring In Schools Merlyn Vlotman – HR Consultant

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

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

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

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

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

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

8. 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

9. 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

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

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

12. 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

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

14. 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

15. Risks of Getting It Wrong
Increased absence
Poor performance
Resignations
Gossip

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

17. 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

18. 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