Navigating change

To remain competitive and relevant, organizations must adapt to meet the complex and changing needs of customers, employees, and stakeholders. At Integral, we understand the vision, strategies and tactics that organizations need to help engage and support their employees through all kinds of changes. 

Navigating change offerings:
– Reorgs, M&As, relocations
– Digital transformation
– Change communication
– Downsize with dignity
– Teamwork methods

Downsizing with dignity

Business Challenge
McKinsey’s report State of Organizations 2023 describes business leaders as “walking a talent tightrope” — focusing on talent acquisition and retention while also balancing budgets in an uncertain economy.

Downsizing a workforce is never an easy decision, but it’s a reality that many companies face. Executing the process with dignity and compassion for the affected employees is beyond tricky. Downsizing is part of your employee experience. Done poorly it has a negative impact on your employer brand reputation and employee morale. It could put your organization in the public spotlight in a negative way. So how do you downsize with dignity?

Integral insight
Integral understands the responsibility organizations have in approaching layoffs with empathy and respect for those impacted. In particular, first-line managers play a critical role in executing the process with grace and ensuring the well-being of their teams. How are you empowering your managers to communicate clearly and support their team members effectively? We can help you follow these five imperatives in real-time:

  • Be transparent and honest
  • Offer support and resources
  • Treat everyone with respect
  • Communicate clearly to the remaining workforce
  • Bounce forward

Integral provides confidential and non-judgmental guidance on communicating a reduction in force, development of a downsizing communications strategy, or simply a confidential gut-check on your plan. Let’s talk!

For more insight on the five imperatives, read our blog post.

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