Don’t Forget the People Left Behind
Supermarket giant Asda is the latest big employer to announce a major restructure, merging store management roles in a move that puts hundreds of jobs at risk. It’s a stark reminder of the tough decisions many organisations are facing to stay commercially viable.
But as HR strategist and executive coach Gemma Bullivant pointed out in her comments for People Management, there’s a risk that too much focus falls on the people leaving and not enough on those who remain.
“It’s always right to prioritise fair and respectful treatment for those impacted,” says Gemma, “but the people left behind are often overlooked, yet they’re the ones you’re relying on to rebuild, deliver results and sustain performance.”
Restructures, especially where leadership roles are affected, create a ripple effect of uncertainty and low morale if not handled with care. Gemma stresses the importance of visible and proactive HR:
- Set clear expectations and be transparent about what’s changing and why.
- Give managers the tools to reset ways of working and team culture.
- Don’t assume people will just ‘crack on’.
Supporting line managers is critical too. With broader remits, new reporting lines and stretched teams, they’ll need practical support to manage the change and to keep people motivated when the dust settles.
Gemma’s Advice to HR Teams is ‘Don’t Overlook Those Who Stay’
When roles are put at risk, the immediate focus is rightly on those leaving but the people who stay behind carry the weight of what comes next. How you support, engage and lead those employees will determine whether your organisation bounces back or loses momentum long after the restructure is complete.
This means making sure managers have the confidence, clarity and tools to reset expectations, rebuild team culture and handle the very real human impact of change.
Don’t assume people will just adapt overnight. Proactively creating safe spaces for honest conversations and feedback will make all the difference.
