Manage Casualties
No matter how well-planned, some organisational change initiatives result in “casualties”.
Casualties are individuals or stakeholders who are negatively impacted by the change initiative. Often because their roles are changed, diminished, or made redundant. Recognising and addressing casualties early is essential for maintaining morale, company culture, and the integrity of your transformation project.
What Are Casualties in Change?
Casualties are people whose professional roles, sense of security, or future job prospects are threatened by change. They may lose responsibilities, experience job loss, or feel sidelined.
Casualties are most common during large-scale restructures, process re-engineering, or technology implementations that alter workflows and reporting lines.
Why Managing Casualties Matters
It is essential to communicate with and be transparent about the risks and propose how those affected can fit into the transformation vision. It is critical to do this early and often. Without an effective plan to properly communicate the reasons for the organisation's change programme and failing to gain buy-in from the correct stakeholders can have serious repercussions. These include:
- Morale drops and resentment rises, both during and after the initiative.
- Resistance grows, where those affected may become vocal critics.
- Culture suffers and the organisation risks losing critical skills, trust, and commitment.
Managing casualties carefully demonstrates core organisational values, safeguarding the organisations reputation and ensuring smoother transitions during future changes.
Managing and Communicating with Casualties
Acknowledge Early: Accept that some losses may occur and be realistic in your planning. Ensure you include Human Resources (HR) in the change management team from the beginning.
Develop a Plan: Work with HR to map out risks and develop options for those adversely affected. These can include:
- Retraining
- Transfers to other roles
- Redundancy packages
- Outplacement, counselling, and coaching
Be Transparent and Communicate Early: Make sure risk information and options are known to all staff, not just those directly affected. Use clear and honest communications, avoid sugar-coating or withholding key details.
HR-Led Communications: Ensure all conversations with directly impacted individuals are led by HR, with direct input from the change team. Show empathy and respect; offer private, sensitive forums for questions and feedback.
Prepare for Resistance and Respond Proactively: Expect that casualties will resist the change; listen and validate their feelings. Offer opportunities to share concerns, suggest alternatives, and ask for support.
Provide Support Initiatives: This includes offering resources for retraining, redeployment, or external job searches. Make sure coaching, counselling, and peer support available.
Be Patient and Flexible: Transition may take time, acknowledge this in all plans and communications. Remain open to adjusting plans as new casualties or issues emerge as the transformation project progresses.
Involve Stakeholders Throughout: Make sure you engage the affected parties in key discussions and planning, capturing feedback and acting on it openly.
Monitor and Evaluate: Ensure you track the status of casualties and the effectiveness of support measures. Regularly reviewing the approach and adapting to unforeseen impacts as needed.
Key Reminders
- Empathy is critical. Treat casualties with dignity, respect, and generosity.
- Open communication builds trust. Even bad news, delivered honestly and early, is better than uncertainty or surprise.
- Long-term culture matters. The way casualties are managed during change becomes part of your organization’s legacy, with effects on reputation, talent retention, and team spirit.
By managing casualties with proactive planning, empathy, and open dialogue, organizations can uphold their values, reduce harm, and foster loyalty, even under difficult circumstances.
