{"id":275,"date":"2022-10-24T18:00:29","date_gmt":"2022-10-24T16:00:29","guid":{"rendered":"https:\/\/www.ilteamgiusto.it\/?p=275"},"modified":"2022-11-29T14:07:57","modified_gmt":"2022-11-29T13:07:57","slug":"how-re-hiring-team-members-during-organizational-changes-can-drive-engagent-and-prevent-resignations","status":"publish","type":"post","link":"https:\/\/www.ilteamgiusto.it\/en\/how-re-hiring-team-members-during-organizational-changes-can-drive-engagent-and-prevent-resignations\/","title":{"rendered":"How “Re-hiring”\u200b team members during organizational changes can drive engagent and prevent resignations"},"content":{"rendered":"

INTRODUCING MIKE AND KATE<\/strong><\/p>\n

Mike is a Sr Engineer in a large multinational company he\u2019s been with for almost twenty years. He\u2019s a strong and appreciated contributor and a key member of several high profile projects.<\/p>\n

The company is going through yet another organizational change, multiple teams are re-defined and people are realigned to a new reporting structure.<\/p>\n

Not the first time (or the last), but this time, for some reason, Mike is particularly annoyed by the change and is seriously considered to quit. He\u2019s had enough. His underlying logic was that every organizational or internal job had a lot in common with a full company change.<\/p>\n

In Mike\u2019s mind, a comparable degree of uncertainty and confusion were part of the experience every time. All the tension, none of the excitement of a true change.<\/p>\n

\u00a0Also involved in the transition, Kate his new supervisor. Recently promoted to her first managerial role, in need of coaching support to understand how to retain and motivate Mike.<\/p>\n

This case allowed us to reflect upon one extremely common \u201cuse case\u201d for employees, especially in large organization: The re-org.<\/p>\n

We have all been Mike at some point in our career, shifted from one team to another, with no immediate gain as a raise or a promotion. Many of us have also been Kate in our professional experience, somehow assigned a new team, perhaps along with a promotion but not necessarily, as decisions were made in committees we were not part of.<\/p>\n

Kind of sucks, doesn\u2019t it? But, does it HAVE to suck or is there a better way?<\/p>\n

There is a better way. It\u2019s amazing how neglected these super common situations are and yet how companies are fully equipped to solve this issue. Trust us, FULLY equipped.<\/p>\n

RE-HIRING<\/strong><\/p>\n

Building on Mike\u2019s analogy of being mobilized \u201cAlmost as if I was moved to a new company\u201d, we started to talk with Kate about the idea of \u201cRe-hiring\u201d Mike.<\/p>\n

The concept is that companies should put in place the same onboarding logic which is adopted when hiring a brilliant new candidate, each time there is an internal re organization. They need to \u201cRe-Hire\u201d the employees being redeployed.<\/p>\n

Do you know the \u201cflirty\u201d feeling between you and your company as they trying to attract you and you are trying to be attractive?<\/p>\n

In the hiring process, hopefully, both\u00a0companies and candidates are giving their best<\/strong>\u00a0to show their capabilities and their fit into the agreement. And when hiring is finalized\u2026HONEYMOON BEGINS!<\/p>\n

The onboarding process starts and usually the newcomers can expect to find these in the first couple of weeks.<\/p>\n