Managing survivors The experience of survivors in British Telecom and the British financial services sector

Abstract

Explains that the extent and pace of change throughout British industry has been increasingly dramatically, resulting in major job losses, and the remaining employees or survivors of such change often experience the effects as deeply as those who are made redundant. Notes that, although many organizations invest time and resource in exiting people, they do little to help those who stay, and yet the successful transformation of organizations relies heavily on managing these people through the transitions. Examines data from a case study of British Telecom and survey data from the financial services sector. Illustrates, from the combination of case and survey data, the impact of such organizational change on the survivors. Indicates that few organizations appear to provide structured help at the appropriate level and intensity. Suggests that organizations will have to do more for their survivors to establish a new psychological contract.

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