How should we explain the restructuring to employees?

Restructuring communications should give employees a clear reason for change, a practical view of what it means for them and a credible route to be heard. Start with the business context in plain English. Explain the intended future, the areas still being worked through and the decisions employees can expect next. Avoid command-and-control language that treats people as passive recipients of a decision.

Internal communication works best when it makes change feel understandable rather than abstract. Employees need timely updates, including honest acknowledgement of what is working, what is not and what remains uncertain. Leaders also need to model the behaviours the new organisation requires. Clear objectives, recognition for progress and regular reinforcement of the message can help build confidence and commitment while the organisation finds its feet.

Employee input should shape hybrid-work rules before they are treated as fixed policy. Make the process a dialogue: ask people what helps them work well, where remote and office routines create friction, and what support different roles need. Listening should cover practical issues such as workload, collaboration, office use, communication and wellbeing, not simply a vote on preferred days.

Turn what you hear into clear guiding principles for flexible working. Set out the mutual contract: employees manage their workload, deliver outcomes and communicate openly, while leaders create the conditions for people to work effectively and fairly. Share the themes from feedback, explain which suggestions will change the rules and be clear about constraints. Regular feedback loops then allow hybrid-work design to evolve as teams learn what supports trust, responsibility and connection.

We believe restructuring communications need more than a polished announcement. People need clarity about why change is necessary, what it will help them achieve and where their ideas can influence the outcome. A good partner should be able to turn complex change into simple language, bring employee insight into the work and create practical materials leaders can use consistently.

We have used that approach with Price Forbes during its consolidation within Ardonagh Specialty. We involved employees in the research phase, developed materials explaining why the new approach had been taken and showed how employees were vital to the future vision. That kind of dialogue helps replace distance and scepticism with a clearer sense of participation.