Define the business problem precisely
‘We need to reduce cost’ is a starting point, not a complete proposal. Identify the saving, capability or structural objective, the timeframe, the relevant organisational area and the assumptions on which the proposal depends.
Keep proposal and decision separate
Leaders may have a preferred model, but consultation must be capable of influencing the result. Language, board papers and manager briefings should consistently reflect that the proposal remains subject to consultation.
Map roles, work and selection logic
Understand which work is reducing, changing or relocating before deciding which employees are in scope. If selection may be required, test the proposed pool and criteria for relevance, objectivity and reliable evidence.
- Current and proposed organisation charts
- Role purpose and actual duties
- Cost and workflow evidence
- Potential alternatives and redeployment
- Provisional timetable and decision owners
Plan the employee experience
Managers need a consistent explanation of what is proposed, why, what is not yet decided and how employees can respond. Build enough time for meaningful discussion and document how alternatives will be assessed.
Know when specialist advice is urgent
Collective consultation, changing terms, family leave, disability, trade union involvement and cross-border work can materially alter the process. Identify those features before launch and obtain appropriate regulated advice where needed.