Managing change


For any organisational change to succeed employers must address how it will affect the staff.

Author: Polly Davies
Reading time: 2 minutes

This article is 3 years old.

Read our disclaimer keyboard_arrow_down

This website content is intended as a general guide to law as it applies to the motor trade. Lawgistics has taken every effort to ensure that the contents are as accurate and up to date as at the date of first publication.

The laws and opinions expressed within this website may be varied as the law develops. As such we cannot accept liability for or the consequence of, any change of law, or official guidelines since publication or any misuse of the information provided.

The opinions in this website are based upon the experience of the authors and it must be recognised that only the courts and recognised tribunals can interpret the law with authority.

Examples given within the website are based on the experience of the authors and centre upon issues that commonly give rise to disputes. Each situation in practice will be different and may comprise several points commented upon.

If you have any doubt about the correct legal position you should seek further legal advice from Lawgistics or a suitably qualified solicitor. We cannot accept liability for your failure to take professional advice where it should reasonably be sought by a prudent person.

All characters are fictitious and should not be taken as referring to any person living or dead.

Use of this website shall be considered acceptance of the terms of the disclaimer presented above.

Leading and facilitating change is about initiating and achieving the smooth implementation of new developments and initiatives by planning and introducing them systematically allowing for the possibility of their being resisted or at least, misunderstood.   

A recent report by the Institute for Employment Studies (IES) has suggested that for any organisational change to succeed employers must address how it will affect the staff.   In the motor industry change can often involve moving staff from one site to another or a change in organisational structures and systems for example, and the author of the report says ‘change fatigue’ is causing many businesses to stagnate.  

When implementing change it is important to boost employee engagement and adaptability by collecting feedback and learning from it.   It is important to offer employees a compelling vision of the future after the change and listen to the views, including the doubts of all.   For those tasked with leading and facilitating change it is a demanding role which, for the best chances of success should be done through structured and organised processes.   A number of Change Models explain the mechanisms for managing change and each organisation will have it’s preferred method, but consideration of the relevant method is an important planning tool for managers in preparation for implementation.  

Call 01480 455500 and ask about our new product HR Manager, an easy to understand, simple to use piece of software that enables you to manage all aspects of HR, Employment Law, Health and Safety and GDPR compliance for your business. HR Manager is FREE and available to all Lawgistics members.If you are visiting AM Live at the NEC Birmingham on the 8th November, please visit Lawgistics in the People Zone, on stand C40, as we are excited to demonstrate how HR Manager can help your business. Register for AM Live.

Polly Davies

Legal Advisor

Read more by this author

Getting in touch

You can contact us via the form or you can call us on 01480 455500.