There is the need to know how restructuring will impact them, what to expect, and what will be expected of them. Too few organizations show people the selection criteria and processes, nor do they involve people in those processes to give them the feeling of control in their jobs and careers. Even though the restructuring plan may be confidential, employees always know when one is under way. The problem for people is the uncertainty produced by the change, as much as the change itself. This is when speculation and rumors abound.
Employees become distracted and preoccupied with possible restructuring outcomes.
The progress and performance of the restructuring initiative is rarely effectively tracked or measured. Too little attention is given to supporting the organization that results from the restructuring. This hurdle can be overcome by working within the organization culture, but culture is often considered ancillary or an afterthought in restructuring. A restructuring does not have to be negative for employees. Addressing the people needs proactively will go a long way toward a successful transition.