Sustaining performance during change

For most organisations restructuring and outsourcing decisions take several months of planning and consultation. During this time of heightened uncertainty organisational performance can negatively spiral as both managers and employees become less well as a result. In addition, their performance deteriorates alongside poorer decision making and lower levels of engagement, often at a time when more is expected from them to keep both the day to day “business” running as well as planning the future. Support functions and finance are also impacted with a similar challenge. HR can often be even more challenged as they are expected to provide support systems to others whilst they make also be feeling the pressure.

Often the risk and value of decline in performance are not assessed accurately as part of the change process. Even when assessed they are often understated in reality.

What is the best way to positively and proactively invest in the wellness of people?

How best to prevent this lose-lose scenario and at least enable people to cope better with the uncertainty?

How best to maintain or limit the dip in performance to minimise the lost value?

If you are interested in discussing your challenge with WellKom and would like to identify innovative solutions then please contact us

> back to Business Solutions

Putting it into practice...

Southampton City Council announced an outsourcing deal which would take 12 months to determine. To maintain a high level of service internally and externally they invested in a Wellness Programme to enable everyone impacted to understand and improve their abilities to cope with the change.

A Metropolitan Borough Council was in the process of outsourcing its customer contact services and wanted a better understanding of how well the people were, how well they are managed and how well the organisation was prior to the contractor taking over the function. The Council had made a series of strategic investments to sustain high levels of performance and enable people to be well. Unfortunately, because of the lack of joined up thinking between property management, HR and the outsourcer, as well as the outsourcer not having a true understanding of peoples’ wellness - most of the positive investment was undone just days after the contract was taken over.