Successfully Navigating Workforce Restructurings.

You’ve supported CEOs and their teams through workforce restructuring during many economic downturns—the 1990s recession, the financial crisis, Covid, the “Frankenschock” and now the current situation. What is the most common mistake?

Failing to prepare for contingencies. One of the very first things you need to do ahead of any announcement is prepare a holding statement and have a contingency plan about how you will communicate should a leak occur. Without this, you risk losing control of the narrative—employees may learn about changes from the media, creating a crisis before you even start the dialogue.

From an employee perspective, what is the most important question to address?

What does this mean for me personally? Employees are critical stakeholders—not only as individuals but also as influential multipliers who shape opinions among family, friends, and business partners. That’s why it’s essential to address their concerns transparently.

What differentiates a successful restructuring communication program from the rest?

Stichwortartig sind die folgenden Punkte zu nennen:

• Rapid, cross-functional project setup and leadership—including experienced communications consultants with a proven track record.
• Early planning and preparation, including a robust contingency plan before the announcement.
• Active stakeholder engagement—employees, works councils (where applicable), management, investors, authorities (employment office, social services), local media, and business partners.
• Clear alignment on key messages:
  • • Reasons for staff reductions
    • Details of the social plan and support services
    • Timeline and next steps e
    • Narrative: If reductions in some areas are paired with growth in others, communicate this clearly.
• Comprehensive channel coverage—all internal and external channels are ready: company intranet, email, employee meetings, and media outreach.