Some events (Backup Plan of Employment, merger, organizational change, important, etc) are experienced by employees in a brutal way. The specialists of Quali Social accompany organizations throughout the restructuring by making available their experience and using a process of evaluation and analysis based on the recent studies and scientific publications in psychology, management and organizational changeSee the methodology of Quali Social to prevent psychosocial risks during a restructuring, Even if each situation is unique, it is possible to generate a model in five phases by which companies will go in their reorganization. This model allows one to explain the interactions between individuals and groups in business and how to adapt as change takes place.
The phase of awakening is the awareness of the imbalance between the environment and the organization and the need to make a change.
The company is therefore preparing for the change and the process of disintegration to come. The announcement (internal and external) is the starting point of the process of change. It can be perceived by employees as unexpected and violent, and generate strong emotions. At this time, we see similar processes at the mourning (process). Depending on the degree of adhesion of employees, we can see the resistance to change. This is the reason for the restructuring communication is a crucial factor. The decay phase is the process in which the organization is destroyed to make way for its new form. The old landmarks are disappearing and the new is not yet visible Individuals may feel lost and appearing of the symptoms of anxiety and stress. This phase ends as soon as the old organization is no longer in place The reconstruction phase is the phase where the changes are made.
The employees take little by little place in the new organization without mastering the ins and outs of their position.
Depending on the manner in which the change is made and according to the people, we see the two profiles of employees: those who have confidence in the future organisation see the symptoms of anxiety and stress disappear those who do not have confidence in the future organisation see appear symptoms of depression (loss of meaning, of purpose and interest in the job).
The phase of integration appears, therefore, that the new organization is in place.
It perpetuates the change, and consolidates the actions undertaken in the previous phase. We see the profiles of employees increase: the symptoms of anxiety and stress disappear in people having trust in the new organization, and the symptoms of depression, reinforce among employees who have not this confidence. A restructuring is a long process that fosters the emergence of psychosocial risks. In order to ensure the safety and protect the physical and mental health of employees, it is necessary to apply a device of prevention of psychosocial risks dedicated. Some companies such as FNAC or The Phone House have seen their project of reorganization abandoned due to non-consideration of the human factor in the reorganisation. Stop FNAC of December (Court of Appeal of Paris) has established that large companies need to look upstream on the human impacts of reorganizations and take actions to mitigate the risks generated under the project for the reorganization abandoned"to Prevent psycho-social risks during a reorganization, The"check health", an innovation that adapts to a system of health and lifestyles in constant evolution".
