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As organisations evolve, so too does the role of HR. No longer simply a function for policies, procedures and hiring, today’s People & Culture teams are strategic partners at the heart of organisational transformation.
This shift from "Human Resources" to "People & Culture" reflects a broader cultural evolution. It’s a mindset that places people - not processes - at the core of business strategy. When managing workplace change, these teams are not just enablers, but drivers of engagement, belonging and behavioural alignment across the workforce.
In this article, we explore how our Change Managers partner with People & Culture teams to deliver meaningful, sustainable change - and why this collaboration is essential to success.
Change affects people before it affects processes or structures.
Our work always begins by engaging the People & Culture team early. Their insight into employee sentiment, team dynamics and cultural readiness allows us to tailor each change programme to the unique DNA of the organisation.
When we work with the teams, we ensure that all stakeholders understand the why, the what and the how. Let’s look at this in more detail.
Step 1: Analysing the drivers for change
First, we must thoroughly understand the reasons behind the change being implemented. Whether it’s new technology, a cultural transformation, or a restructure, the rationale will shape every element of the programme.
Step 2: Defining the scope
Together with People & Culture, we define the boundaries of the change: who it affects and what parts of the employee experience will shift. This clarity sets the foundation for planning and managing expectations effectively.
Step 3: Assessing the impact
This is where we undertake a thorough Employee Impact Analysis. This gathers important insight into how the change will affect different groups. The assessment considers factors such as job roles, skills, morale, and potential resistance to change. It’s a fundamental part of a change programme as it allows change managers to fully understand the various employee perspectives and reactions to change. People & Culture teams are instrumental in identifying personas and segments within the workforce-enabling us to design communications and support tools that feel personalised, relevant and human.
A risk assessment also forms part of this phase, whereby potential risks and challenges associated with the change are identified; this includes assessing the impact on productivity, employee engagement, and organisational culture. This will also identify areas for resistance. We look at how to manage resistance to change in our article here [https://www.moveplangroup.com/insights/our-change-series-what-is-resistance-management-as-part-of-organisational-change]. Again, People & Culture teams play a key role in feeding into this, based on its experience of managing change across the business.
Step 4. Planning and Strategy
Armed with insight, we co-create a detailed change plan. This includes timelines, training needs, cultural nudges, and ongoing support systems like Change Champions, Q&As, and drop-in sessions.
People & Culture’s input is vital here - not just to shape the activities but to ensure alignment with internal initiatives, values and people strategies.
Step 5: Communication
A change programme lives or dies by its communication. It needs to be thorough and consider all stakeholders impacted by the change - from leaders, who will help drive through the transformation, to operational teams, as well as any relevant external parties. This ensures that at all stages of the journey, each stakeholder is involved, and communications strategies directed towards them and reduces the risk of the programme failing.
The goal is clarity, consistency, and connection. Communications must be two-way, open, and shaped by real understanding of how different employees consume and respond to information.
An effective Communications Strategy will keep all employees fully aware and informed throughout the process. People & Culture teams help design messaging that resonates, choose the right channels (Town Halls, email, internal platforms), and advise on tone and transparency. Their involvement ensures we maintain trust and psychological safety throughout the journey.
Today’s People & Culture teams act as the voice of the employee and the conscience of the organisation. They are integral in creating a culture of openness - one where employees are invited to ask questions, raise concerns and participate in shaping the future.
The team is hugely important for helping establish assessment phases, develop and disseminate communication plans and support Change Champions, leaders and employees through the change.
By addressing concerns and answering questions openly and honestly, it will demonstrate to all stakeholders that the organisation is trying and doing all it can to minimise concerns.
At MovePlan, we always put people at the heart of any change transformation. This means that we carefully evaluate which teams in the business are best placed to help us understand the employees impacted by the change and then to help drive through the change, whether that is through clear and well-planned communications or in active encouragement and motivation.
Our partnership with the People & Culture team ensures we have the insight, empathy, and alignment to deliver change in a way that’s not only operationally effective, but culturally embedded.
By working collaboratively - through detailed planning, active listening, and real-time feedback loops - we help organisations navigate change with confidence, clarity, and care.
Read more from our change series here:
