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During a reorganization, there are likely fewer roles established in the go-forward model than currently staffed. To fairly (read ensure there is no bias/discrimination across all protected dimensions) select from the pool of current employees , the organization interviews current employees and selects those most qualified to fill the organization’s, now fewer, go forward positions. That’s generally the scenario - morale is impacted prior to the displacements but post re-org, it does settle - until the next upheaval of course.
Thanks for clarifying. I get it business-wise, but I think it’s brutal on good people. Most of the people I’ve coached in that situation were the top candidates but left anyway due to the pressure to demonstrate what they’d already demonstrated. They felt demoralized.
OP - Displacements are highly regulated for public companies. They must report the # of displacements to the State /locality if greater than 50 and conduct an impact survey to evidence the number of displaced employees over 50 yo and it goes on and on - interview guides are developed just for these scenarios and communicating results is managed, usually by HR/ER.. so I do understand the toll it takes on employees, it takes a toll on all involved.. There’s simply no way to effect a reorg without a tightly controlled process. I’m so sorry for your client and hope he lands well.
Whew, I worked in HR but never dealt with these issues. That’s intense. Thanks for the context! And my client is using the moment to move on.