Team restructuring: How to address fears about AI, job cuts and increasing pressure to improve efficiency

New responsibilities, the use of AI or an announced reorganisation can trigger a wide range of reactions within a team. Some see opportunities, whilst others ask themselves: Will my work still be needed in future? What is expected of me? And what happens if I can’t keep up with the pace?

These questions are rarely resolved by a motivational talk. A sense of security arises when companies communicate honestly, employees have a say in the changes and receive tangible support in their day-to-day work. This is also relevant to health: the World Health Organisation cites, amongst other things, job insecurity, unclear roles and high workloads as risks to mental health at work.

Why changes within a team trigger anxiety

During a reorganisation, several things often change at once: responsibilities are redistributed, familiar points of contact change, and previous procedures no longer apply. When AI is introduced, concerns can quickly arise that one’s own experience is losing value. A new efficiency target, in turn, may be perceived as meaning the team has to achieve more with fewer resources.

Not every concern can be allayed immediately. Particularly when decisions regarding roles or tasks are still pending, a promise of complete certainty would lack credibility. However, managers can provide guidance on how to deal with the uncertainty: What has already been decided? What is still under review? Who is involved? And when will staff find out more?

This level of detail is also worthwhile when it comes to AI. A study by the International Labour Organisation suggests that generative AI will transform many roles. However, the consequences for individual jobs depend on how companies deploy the technology and involve employees in the change process.

What employers and managers can do in practice

1. Provide information early on – even if not all the answers are clear yet

Do not wait until every stage of the reorganisation has been completed. Explain the reason, the objective and the planned process. Make a clear distinction between measures that have been decided upon and outstanding issues.

A helpful way to phrase this might be: “We are currently assessing which tasks could be supported by AI in future. No decisions have yet been made regarding changes to roles. By the end of the month, we will have gathered feedback from the teams affected and will then inform you of the next steps.”

It is important to stick to the announced deadline – even if the response is that a decision will take some time.

2. Listen to people’s concerns without trivialising them

Saying “You don’t need to worry” is of little help when staff are seeing concrete signs of change. Instead, ask them in one-to-one meetings and team discussions: “Which change is currently causing you the most concern?” or “What information would help you plan your work for the coming weeks?”

Not everyone wants to voice their concerns in front of the whole group. You should therefore also offer confidential discussions and explain how feedback will be handled.

3. Highlighting the impact on day-to-day work

A new organisational chart does not yet answer the question of who will make decisions in future or which roles will be phased out. Go through the work in detail with the team:

• Which tasks will remain?
• What new tasks will be added, or which ones will change?
• Where are responsibilities still unclear?
• Which of the current tasks are not a priority during the transition?

That last point in particular is important. Anyone who is given additional tasks needs time, or a clear decision on what will be put on hold to make way for them.

4. Testing AI collaboratively on specific tasks

Don’t introduce AI simply as a general promise of greater efficiency. Work with the team to select a manageable use case, such as organising internal information or producing an initial draft of a text. Set out which results will be reviewed by people, what data may be entered, and how the team will be able to tell whether the application is actually helping.

Set aside time for learning. Staff need the opportunity to ask questions and openly discuss any mistakes they make in the test without fear of being penalised.

5. Encourage participation and take feedback on board

Employees often have a better understanding of the difficulties involved in a process than those who are redesigning it. Before making a decision, therefore, ask which interfaces are working well, where work is getting held up, and what support is needed. Then explain which suggestions will be adopted and why others cannot be implemented.

The WHO recommends addressing mental health risks through working conditions as well, and involving employees meaningfully in changes. Listening is a start; what follows is what matters.

What employees can do themselves

Formulate questions clearly: Rather than being left alone with the general worry that ‘everything is changing’, it can help to write down any unresolved issues: ‘Who will decide on my duties in future?’ or ‘What knowledge do I need for the new system?’ Specific questions are easier to clarify.

Distinguish between facts and fears: make a note of what has been officially announced and what you suspect. This does not automatically dispel your worries, but it does prevent rumours from turning into certainties without you realising it.

Ask for support: When new tasks arise, discuss priorities, induction and the time you have available. You don’t have to cope with a reorganisation on your own by putting in extra effort.

Share your own experiences: Let us know as soon as possible if a new procedure isn’t working in practice. Describe as precisely as possible where the problem arises and what changes might help. This allows us to take your perspective into account when making decisions.

Be aware of your limits: if you are feeling increasingly anxious, having trouble sleeping or feeling constantly overwhelmed, talk to someone you trust and make use of the support services available. The responsibility for ensuring healthy working conditions does not lie solely with employees.

A short team meeting that can help provide direction

A regular 20-minute session can make a big difference during a reorganisation. Three questions are enough to provide a fixed structure:

• What has been decided since the last meeting?
• Where are there any uncertainties or excessive workloads in day-to-day work?
• Who will clarify which point by when?

Make sure the answers are recorded in a way that is accessible to everyone. That way, questions do not have to be asked over and over again, and commitments remain verifiable.

Shaping change together

A reorganisation may not feel positive for staff straight away. Anyone who fears for their job or needs to find their new role first and foremost needs honest answers, time and reliable points of contact. Employers can create the right framework for this. Staff can raise questions, share their experiences and express their concerns.

Good teamwork is particularly evident when a team is able to discuss even difficult issues and remain capable of taking action together. BITOU supports teams in strengthening their communication and collaboration – especially during periods when roles and requirements are changing.