Managing Communications During Organisational Change: A Strategic Approach

Alder regularly advises clients dealing with different aspects of organisational change – whether that involves restructuring, redundancies, withdrawal of services, disposal of property assets, selling business units, leadership changes or DEI initiatives.  At such times, effective communication becomes both critical, as well as complex. These changes often bring uncertainty for employees, stakeholders, and customers, while also introducing legal sensitivities that must be carefully managed.

The Importance of Thoughtful Communication

Change can spark anxiety and speculation, so clear, timely, empathetic and transparent communication is essential. There are, however, potential legal constraints to consider, particularly around sensitive matters such as redundancies, where meaningful consultations with staff must take place before any final decisions are made. Prejudging outcomes or sharing information prematurely can not only damage trust but also lead to legal challenges.

Key Steps for Effective Communication

1. Stakeholder Planning:
   Every change programme should begin with a thorough analysis of who needs to be informed, when, and how. Different stakeholders – employees, shareholders, regulators, customers, and the media – require tailored messaging that reflects their specific concerns and needs.
2. Media Strategy Preparation:
   In today’s 24/7 news cycle, being proactive is vital. Developing media strategies in advance, including holding statements, clear key messages, briefings and Q&As helps control the narrative and reduces the risk of misinformation spreading.
3. Legal Collaboration:
   Working closely with legal advisers ensures that all communications comply with relevant laws and regulations. This is particularly vital when handling redundancies or asset sales, where legal missteps can have costly repercussions.
4. Consistent Messaging:
   Align internal and external communications to avoid mixed messages. Employees should hear about major changes from leadership first – not through the media or external sources.

Conclusion

Managing communications during a change programme is a delicate balancing act. It requires strategic foresight, careful stakeholder planning, legal diligence, and clear, compassionate messaging. By preparing in advance and working closely with legal and PR teams, and a crisis communications agency, organisations can navigate challenging transitions while maintaining stakeholder trust and minimising disruption.