Restructuring Policy & Procedure - August 2026
In this section
- 1. Introduction
- 2. Scope
- 3. Roles & Responsibilities
- 4. Employees
- 5. Human Resources
- 6. Change
- 7. Planning and Preparation
- 8. Consultation
- 9. Consultation During a Phased Restructure
- 10. Implementation – Filling New Posts in the New Structure
- 11. Process Review
- 12. Period of Adjustment
- 13. Temporary and Fixed Term Employees
- 14. Seconded Employees
- 15. Support
- 16. Excess Travel
- 17. Ensuring Equality of Opportunity
- Appendix A - Restructure Project Plan Template
- Appendix B - Consultation Letter
- Appendix C - Consideration for Post Letter
- Appendix D - Assessment of Compatibility Pro-Forma
- Appendix E - Confirm in Post - Offer Letter
- Appendix F - Confirm in Post - Invitation to Interview
- Appendix G - Unsuccessful Letter
- Appendix H - Notification to Staff of New Posts
- Appendix I - Expression of Interest in New Post - Supporting Statement
1. Introduction
Planned change within the Authority happens constantly. These changes can be relatively minor with little impact on staff, such as a new staff car park or new policy. Major organisational change may include departmental re-structuring or the transfer of services within the Authority. The purpose for these changes will in the main be to improve services and outcomes. Whatever the change, it is likely that it will challenge people’s ‘routine’ and even their perceptions of the work environment in some way.
Before embarking on planned change there is a need to understand why we are changing, what will be achieved, are the objectives real and relevant, who will lead and inspire people to move with the change, how will we measure success?
It is important to consider the type of change you are undertaking to ensure that the application of this policy is the right way to take your change process forward. Where you are only reducing the number of posts within your structure but otherwise your structure remains unchanged, it may be more appropriate to follow the Authority’s Redundancy Policy. If changes to the structure are very minor, e.g., creation of a new post, creation of a new higher-grade post and deletion of an existing lower graded post, grade changes or a minor realignment these changes may be able to be supported and implemented by a Delegated Officer’s Report. It is important to seek advice from your Lead/Business Partner (HR) to discuss and ensure that the correct policy and procedure is applied to the circumstances. Any changes which incur an additional cost to the service must also be discussed with your Departmental Finance Team.
Change management matters. Some employees are fearful of change and even those who embrace the change need to be clear about the reasons for the change and communicated with all the way through the process. Getting it wrong can be costly to the Authority in several ways. The loss of credibility and trust, key employees leaving, increases in sickness absence, reduced morale and even costly litigation in the form of potential claims for unfair dismissal at an employment tribunal.
The principles of this Policy should be applied by all managers when leading and implementing change relating to a restructuring project. It is equally important that employees are aware of the support mechanisms that are in place before, during and after the process.
Associated documentation to be considered in conjunction with this policy are included within the Appendices.
Employees unable to access the Council’s Intranet can obtain all of the information referred to in this Policy by contacting their line manager or HR Business Partner.