How can you boost morale and culture after restructuring?

Meiner Erfahrung nach, ist es essentiell den Mitarbeitenden nicht nur die erforderlichen Ver?nderungen sondern vor allem die Vision des neuen Unternehmens nach der Sanierung zu vermitteln. Dies hilft ihnen, ihre Arbeit darauf auszurichten und sich auf die gemeinsamen Ziele zu konzentrieren. enn Mitarbeiter verstehen, wie ihre individuelle Arbeit zur Verwirklichung der Vision beitr?gt, fühlen sie sich wertgesch?tzt und sind eher bereit, ihr Bestes zu geben, Ver?nderungen zu akzeptieren und sich anzupassen. Insgesamt tr?gt die Kommunikation der Vision dazu bei, die Mitarbeiter zu inspirieren, zu motivieren und auf einen gemeinsamen Zweck auszurichten, was wiederum die Moral und Kultur nach einer Umstrukturierung verbessern kann.

Imagine a tech company that's been focused on hardware but decides to move towards software and services. The firm undergoes restructuring, laying off some hardware engineers but hiring software developers. The CEO holds a town hall meeting explaining that the future of tech is in software and services. Actions speak louder than words. If leaders say one thing but do another, it will be hard for employees to trust what's being communicated. So, walking the talk is essential.

Consider the case of Microsoft, which underwent a significant restructuring to transition from a software-licensing model to a cloud-based model. They acknowledged the efforts of their team by revising their reward structure to include cloud-based performance metrics and celebrated their milestones like reaching significant numbers of cloud subscribers. Employees were rewarded not just in cash but also with career growth opportunities and public acknowledgment. Monetary bonuses are great, but non-monetary rewards like public recognition can be just as or even more motivating. Also, the timing of rewards is crucial. Immediate rewards can have a more substantial impact than delayed ones.

Google is a good example. When they restructured to form Alphabet, the parent company, they empowered their different business units to act almost like independent companies. Employees were encouraged to be entrepreneurial and think creatively. They held regular forums for employees to present their ideas and even pitch new business ventures, and they invested in training programs and resources to help their teams adapt to new business models. Setting up cross-functional teams to solve specific challenges, holding hackathons to solve problems, or using internal social networks for idea sharing and collaboration are crucial.

Als Führungskraft ist es mir pers?nlich wichtig, angemessene Unterstützung anzubieten und Verst?ndnis für Unsicherheiten und ?ngste zu zeigen. Sowohl in Einzelgespr?chen als auch in verschiedenen kleinen und gr??eren Gruppen beantworte ich Fragen und h?re aktiv zu. Ich wei?, dass es manchmal vorkommen kann, dass ich eine Antwort nicht wei? oder noch nicht kommunizieren darf. In solchen F?llen gebe ich den Mitarbeitern Raum, um ihre ?ngste auszudrücken, und biete klare und ehrliche Antworten an. Ich betone auch die Chancen, die mit bevorstehenden Ver?nderungen sowohl für das Unternehmen als auch für die pers?nliche Weiterentwicklung einhergehen. Gerade in Krisenzeiten st?rken Team-Building-Aktivit?ten die Moral.

Salesforce is a great example of a company focusing on employee well-being. During the COVID-19 pandemic, which was a sort of 'restructuring' for many companies, Salesforce provided additional paid time off, stipends to help set up home offices, and access to wellness resources. This not only helped employees but also set a cultural precedent about the importance the company places on well-being. Transparency and multiple channels of communication are crucial. For example, these wellness resources could be discussed in town-hall meetings, newsletters, or directly by managers in team meetings. Also, it's essential to regularly check the efficacy of these programs through employee feedback.

Adobe's move from performance reviews to "check-ins" serves as a useful example. Adobe realized that their existing yearly performance reviews were not having the desired effect on employee morale or performance. They sought feedback from employees, adapted their strategy by introducing frequent "check-ins," and saw a marked improvement in employee engagement and performance. Employee surveys, one-on-one interviews, and data analytics tools can be beneficial in gauging employee sentiment. Often, this is a multi-departmental effort that can involve HR, department heads, and sometimes even external consultants.

Empathy is key. Acknowledge the difficulty of change and the impact on those who lost colleagues. Focus on the future's vision, be transparent, and actively listen to employee concerns. Foster connection through team-building and celebrate small wins to rebuild trust and a sense of community. Remember, a strong culture prioritizes wellbeing – consider wellness programs or flexible work options. By addressing anxieties and showcasing a positive path forward, morale and culture can heal.

Walk the talk. Every restructuring has an ongoing effect on teams and organisation ranging from fear and uncertainty to toxicity and lack of motivation. Consistency and a follow through. That is what the employees want to see after the change has been implemented. If you declared on thing in the beginning of the restructuring, but did something different during the implementation stage or afterwards, you risk to face drop in moral and engagement.