Change Management
Guide your business through organisational change with confidence. We manage the people side of transformation, from communication strategies to consultation processes.
Why Change Management Matters
Change in a business can take many forms: restructuring, redundancies, mergers, acquisitions, new systems, office moves, leadership changes, or shifts in strategy or culture. Whatever the trigger, the success of any change programme depends heavily on how the people affected are managed throughout the process. Employees who feel uninformed, unheard, or unsupported during periods of change are more likely to disengage, resist, raise grievances, or leave. In some cases, failing to manage the people side of change properly also creates legal exposure. Under section 188 of the Trade Union and Labour Relations (Consolidation) Act 1992 (TULRCA), employers proposing to make 20 or more employees redundant within a 90-day period must collectively consult with appropriate employee representatives. The minimum consultation period is 30 days for 20 to 99 redundancies, and 45 days for 100 or more. Failure to comply can result in a protective award of up to 90 days' pay per affected employee.
Even where collective consultation is not legally required, employers still have obligations to consult individually with employees affected by changes to their terms and conditions of employment. Imposing changes unilaterally, without consultation and agreement, can amount to a breach of contract and give rise to constructive dismissal claims. The law is clear that employers cannot simply announce changes and expect employees to accept them. Where redundancies are involved, each employee must be individually consulted, given the opportunity to respond to the proposals, and offered suitable alternative employment where available. The process must be fair, transparent, and properly documented. For businesses going through TUPE transfers, additional consultation requirements apply under the Transfer of Undertakings (Protection of Employment) Regulations 2006.
At Rebox HR, we manage the people side of organisational change. We do not advise on business strategy, but we do help you plan and deliver the people elements that determine whether your change programme achieves its objectives. That includes developing communication plans, managing consultation processes, supporting managers through difficult conversations, and helping employees adjust to new structures, roles, or ways of working. We have supported businesses through restructures, redundancy programmes, office relocations, system changes, and cultural transformation projects. We understand that change is unsettling for employees and stressful for managers, and we provide the practical, hands-on support that makes the process as smooth as possible for everyone involved.
What We Cover
Practical, expert support across every aspect of change management for your business.
Communication Planning
How you communicate change is as important as the change itself. We develop communication plans that cover who needs to know what, when they need to know it, and how the message will be delivered. We draft announcements, FAQs, and briefing materials for managers, and we advise on the sequencing and tone of communications. Clear, honest communication reduces anxiety, builds trust, and gives employees the information they need to engage constructively with the process.
Consultation Processes
Whether you are required to carry out collective consultation under section 188 of TULRCA 1992 or individual consultation for changes to terms and conditions, we manage the process from start to finish. We help you select employee representatives, draft consultation documents, chair consultation meetings, and document the outcomes. We make sure the consultation is genuine, meaning it starts when proposals are still at a formative stage and gives employees a real opportunity to influence the outcome.
Manager Coaching and Support
Managers are on the front line of change, and they often feel caught between leadership decisions and team concerns. We coach managers on how to communicate change effectively, handle questions they cannot answer, manage their own anxiety, and support team members who are struggling. We provide briefing packs, FAQs, and talking points so managers feel prepared and consistent in their messaging. We are also available for managers to call when unexpected situations arise during the change process.
Resistance and Engagement
Resistance to change is natural, and ignoring it makes it worse. We help employers understand the sources of resistance in their team and develop strategies to address them constructively. This might involve one-to-one conversations with key individuals, team workshops, additional communication, or adjustments to the change plan itself. We also help employers identify and engage change champions within the team, people who support the change and can help bring others on board.
Role Changes and Restructuring
When change involves new roles, revised job descriptions, or restructured teams, the people impact needs careful management. We advise on how to map existing roles to new structures, conduct selection processes fairly, consult with employees about changes to their terms, and manage the transition period. Where roles are at risk of redundancy, we ensure the selection criteria are objective and the process complies with the employer's legal obligations under the Employment Rights Act 1996 and TULRCA 1992.
Post-Change Support
The work does not stop when the change is announced or implemented. Embedding change takes time, and employees often need ongoing support as they adjust to new roles, teams, or processes. We help employers plan for the post-change period, including follow-up communications, feedback mechanisms, revised performance objectives, and additional training where needed. We also review the change process to identify lessons learned and areas for improvement.
How We Help
A clear, structured approach from start to finish.
Planning
You share your change objectives with us, and we develop the people plan. This covers the legal requirements, the communication strategy, the consultation process, the timeline, and the support your managers and employees will need. We identify the risks and help you plan for the most likely scenarios.
Delivery
We deliver the people elements of the change programme. That could mean drafting communications, chairing consultation meetings, coaching managers through difficult conversations, or supporting individual employees through role changes. We keep you informed throughout and adapt the plan as circumstances evolve.
Embedding
We help you embed the change and make sure it sticks. This includes follow-up communications, feedback sessions, post-change reviews, and ongoing support for managers and employees who are still adjusting. We also review the process and provide recommendations for future change programmes.
Frequently Asked Questions
When am I legally required to consult employees about change?
You are legally required to consult collectively under section 188 of TULRCA 1992 when you are proposing to make 20 or more employees redundant within a 90-day period at a single establishment. The minimum consultation period is 30 days for 20 to 99 redundancies, or 45 days for 100 or more. You must consult with appropriate employee representatives, which could be trade union representatives or elected employee representatives. Outside of collective redundancy, you must still individually consult with any employee whose terms and conditions are being changed, as imposing changes without consent can amount to a breach of contract. For TUPE transfers, the Transfer of Undertakings (Protection of Employment) Regulations 2006 impose separate consultation requirements. We advise on all of these obligations and manage the process on your behalf.
Can I change an employee's terms and conditions without their agreement?
Generally, no. Employment terms are contractual, and changing them without the employee's agreement is a breach of contract. This applies to changes to pay, hours, location, duties, and any other contractual term. The correct approach is to consult with the employee, explain the business reasons for the change, and seek their agreement. If agreement cannot be reached, the employer may, as a last resort, dismiss and re-engage on new terms, but this is legally risky and should only be considered with professional advice. Under the Employment Rights Act 1996, a dismissal for refusing to accept a change to terms could be unfair if the employer has not followed a proper process. We help employers navigate these situations and find solutions that avoid unnecessary legal risk.
What is a protective award?
A protective award is a penalty that an employment tribunal can impose on an employer who fails to comply with the collective consultation requirements under section 188 of TULRCA 1992. If the tribunal finds that the employer failed to consult as required, it can make a protective award of up to 90 days' gross pay per affected employee. This is paid in addition to any redundancy payments and other entitlements. Protective awards can be significant, particularly if a large number of employees are involved. The award is intended to be punitive, not compensatory, so the tribunal will consider the seriousness of the failure rather than the actual loss to employees. We make sure you meet your consultation obligations fully to avoid this risk.
How do I manage resistance to change?
Resistance to change is a normal human response, and it should be expected and planned for rather than dismissed. The most effective way to manage resistance is through genuine engagement: involving employees in the process early, listening to their concerns, explaining the reasons for the change honestly, and demonstrating that their feedback has been considered. Where resistance is rooted in specific concerns, such as fear of job loss, skills gaps, or increased workload, addressing those concerns directly is more effective than pushing ahead regardless. We help employers develop engagement strategies, facilitate team discussions, and coach managers on how to handle pushback constructively.
What is the difference between change management and TUPE?
Change management is a broad term covering how businesses manage the people impact of any type of organisational change. TUPE (Transfer of Undertakings (Protection of Employment) Regulations 2006) is a specific legal framework that applies when a business or part of a business is transferred from one employer to another, or when a service provision changes (for example, outsourcing, insourcing, or changing a contractor). Under TUPE, employees transfer automatically to the new employer with their existing terms and conditions, and both the old and new employer have specific information and consultation duties. While TUPE is a type of organisational change, it has its own legal requirements that go beyond general change management principles. We support employers through both TUPE transfers and wider change programmes.
How much notice do I need to give employees about changes?
There is no single statutory notice period for all types of workplace change, but the law does set minimum periods in specific circumstances. For collective redundancy consultation, the minimum is 30 days (20 to 99 redundancies) or 45 days (100 or more) before the first dismissal takes effect, under section 188 of TULRCA 1992. For changes to terms and conditions, you must give reasonable notice and consult before implementing any changes. What is 'reasonable' depends on the nature and scale of the change. For TUPE transfers, the obligation is to inform and consult 'long enough before' the transfer to allow meaningful consultation. In all cases, the key principle is that employees should have enough time and information to understand the proposals and respond to them. We advise on the appropriate notice and consultation periods for your specific situation.
Do I need employee representatives for consultation?
For collective redundancy consultation involving 20 or more employees, you must consult with appropriate representatives. If you recognise a trade union, the union representatives should be consulted. If there is no recognised trade union, you must either consult with existing employee representatives (if any) or arrange for the affected employees to elect representatives. The election process must be fair, with enough representatives to cover all the affected employees, and you must allow reasonable time for the election. For TUPE consultations, the same principles apply. We manage the representative election process, draft election notices, and ensure the consultation is conducted correctly.
Can you help us communicate difficult changes to our team?
Yes, and this is one of the most important parts of the change process. We draft communications including initial announcements, team briefings, manager talking points, employee FAQs, and follow-up updates. We advise on the sequence and timing of communications, making sure the right people hear the news at the right time and through the right channel. For particularly sensitive changes such as redundancies or major restructures, we can be present when the announcement is made to support managers and answer questions. Clear, honest, well-timed communication does not eliminate anxiety, but it reduces speculation, builds trust, and demonstrates that the employer is treating people with respect.
“Working with Natalie has been great. As a small charity growing to medium sized, we just don't have the in house HR expertise required for the trickier bits. Natalie has been able to lean in when required to advise and facilitate in areas where we could have easily miss-stepped our way through without her help.”
Related Services
Restructuring
Expert support for organisational restructures, including role mapping, selection processes, consultation, and managing the transition to a new structure.
Restructuring →Staff Consultation
Guidance on individual and collective consultation obligations, including election of employee representatives and compliance with TULRCA 1992.
Staff Consultation →Redundancy
End-to-end redundancy support, from initial planning and consultation through to selection, notification, and settlement agreements where needed.
Redundancy →Need Help Managing Organisational Change?
Whether you are planning a restructure, rolling out new processes, or managing the people impact of a business decision, we can help. Book a free, no-obligation consultation and let us support you through the change.
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