Sometimes it is necessary to make changes to an individual’s role or a team structure in order to meet the changing needs of the Department/Faculty/College. However the College recognises that going through a period of change can be difficult for a member of staff and therefore the change management guidance sets out what you can expect in your situation.
The College treats equality of opportunity seriously and has an equality framework to ensure equality of opportunity. Implementation of the Change Management policy must be clear and transparent and not subject to any unfair discriminatory practices by line managers.
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These guidelines relate to the four most common change management situations and what you can expect in each situation:
- Minor change to Job Description. A minor change is less than 20% of your role.
- Major Change to Job Description. A major change is 20% or more of your role.
- Restructure with no possibility of redundancy. A proposed change but redundancy isn’t a possibility.
- Restructure with the possibility of redundancy. A proposed change where there may be redundancy.
Staff Guidance
- Minor Change to Job Description
- Major Change to Job Description
- Restructure with no redundancies
- Restructure with possible redundancies
Managers' Guidance
- Minor Change to Job Description
- Major Change to Job Description
- Restructure with no redundancies
- Restructure with possible redundancies
From time to time, it may be necessary for you to review the structure of your team and consider whether it still meets the needs of the Department/Faculty/College. However the College is committed to minimising or avoiding redundancies whenever possible and any relevant redundancy avoidance measures should be explored. If you have identified that the current structure does not meet the needs of the College, you may want to propose a new structure which could include removing one or more posts from the team. Removing a post may result in a member of your team being placed “at risk” of redundancy.
- Change Management chart - restructuring with possible redundancies - Word version of flowchart
Frequently asked questions
What should I do before starting the process?
Before consulting with the members of staff, you should read Section B of the Change management policy [pdf] and speak with your HR representative.
You will need to consider the measures to avoid redundancy and prepare a business case with input from Human Resources which outlines your proposal and includes any new or updated job descriptions.
What are the measure to avoid redundancy?
The measures to be taken to avoid potential redundancies that should be explored both prior to and during a change exercise may include:
- Natural turnover
- Voluntary accelerated turnover payments, where it will meet operational needs
- Transfer of cost of appointments wholly or in part to external funds
- Redeployment and training including to other parts of Imperial College
- Consideration of freezing external recruitment
- Voluntary job sharing
- Voluntary part-time work
- Voluntary purchase of additional annual leave entitlement
- Voluntary unpaid sabbatical leave for personal refreshment
- Voluntary early retirement or voluntary redundancy where it will meet operational needs
- Savings in non-staff budget
- Other measures to make savings if the reason for the restructure is purely financial rather than changing needs of the organisation
- Explore alternative funding.
What is a business case?
A business case is a document that outlines the current and proposed structures, rationale for change and implications of the change. Full details of what to include in a business case are available in the Change management policy [pdf]
What are the stages of the process?
Restructuring a team requires formal consultation. This process involves arranging a group meeting with the team to start the consultation process. They can invite employee or Trades Union representatives to this meeting if they wish.
After the group meeting, you should arrange individual meetings with all those affected. They can also request as many follow up meetings with you as they need, during the consultation period and/or submit a counter proposal.
You should arrange a meeting at the end of the consultation period to confirm the proposal is going ahead.
How long will it take?
The formal consultation period is 30 days unless more than 100 people are effected then this will be extended to a minimum of 45 days.
Who should be involved?
Consultation is between you and the members of staff affected by the change. They may also want to involve employee or TU representatives which they have the right to do.
Before starting the consultation process, you should contact your HR Team for advice and support on policy and procedure. A member of HR will also be available to attend any formal meetings.
What can I do to avoid redundancies?
If someone in the team may be at risk of redundancy if the proposal is implemented, you may want to discuss the following options with them
- Any possible redeployment opportunities, i.e. transferring to an alternative post in the College that is broadly the same as their current role
- Applying for a vacancy in the College that is not broadly the same as their current role but they may have the relevant skills and experience for
Discussions regarding possible alternative roles in the College are not instead of consulting with the member of staff about the proposed restructure but can be discussed whilst consultation is ongoing and feedback is being sought.
What happens if redundancies can’t be avoided?
After the consultation period has ended and if no alternative post is found, the member of staff will be considered at risk of redundancy. Staff will then receive their notice in writing with details of any redundancy payment. They will then have the right to appeal their redundancy.
You should offer assistance to any member of staff who is at risk of redundancy in finding a new role, including making career counselling available to them and time off to seek other employment and undertake any training.
What can I do if someone has the potential ability but not the immediate experience to undertake a particular position in the new structure?
In this situation, you should consider whether a trial period during which training is provided is reasonable. If the member of staff is able and willing to undertake a trial period, a timeframe should be agreed (usually four weeks).
Redundancy entitlements are not affected by the trial period in the event that it is not successful and they are not confirmed in post.