| In an earlier article I discussed my research into | | | | I have had some people ask me why they should |
| managing the transition of people in an outsourcing | | | | bother about how people feel if they are no |
| situation. I highlighted the problems people | | | | longer working in their organisation. |
| experience, anxiety, lack of control, resistance | | | | For most companies who outsource, the staff will |
| and reduced performance. Many also found it | | | | still be required to carry out work for them, albeit |
| very difficult to treat their previous employer as | | | | under the management of the outsourcing |
| a client, and were not able to feel a part of the | | | | company. It is also possible that at some stage |
| new company to which they had been | | | | the organization will wish to back-source (bring |
| transferred. | | | | people back in house). My ongoing research |
| An outsourcing transfer can be viewed as a form | | | | indicates that organizations will experience |
| of transition. This change process involves | | | | problems if they do not attend to the needs of |
| involuntary movement from one company to | | | | their staff during the transfer process. To |
| another, with possible similarities, from the staff | | | | manage justice perceptions it is important to |
| point of view, to mergers and acquisitions. The | | | | ensure you do communicate and that the process |
| transfer may also include staff reductions or | | | | is viewed as fair. |
| 'downsizing', and the new organization will make | | | | Some of the practical considerations for the |
| some effort to develop a relationship with their | | | | transfer itself therefore include; effective and |
| new staff in the form of organizational | | | | ongoing communication of the business rationale, a |
| socialization. All of these transition processes are | | | | focus on procedural and distributive justice, |
| likely to impact upon perceptions of justice - in | | | | training of managers to ensure open two-way |
| other words, whether people feel they have been | | | | communication and interactional justice is enabled, |
| treated fairly or not. These perceptions are | | | | and accepting and working with the emotional |
| important as there is substantial evidence that if | | | | aspects of the transfer rather than pretending it |
| people feel they have been treated unfairly they | | | | does not exist. |
| are far less likely to perform well. However, of | | | | An aspect not often considered at all by |
| specific interest here is the repeated finding that | | | | organizations is after the transfer. It will be |
| good attention to procedural justice concerns can | | | | important to ensure remaining staff receive clear |
| increase perceptions of fairness even if the | | | | communications regarding the changing roles (their |
| outcomes are unfavourable. If we assume that, | | | | own and their ex-colleagues). A balance will need |
| at least initially, staff will view the likely outcome | | | | to be made between letting go, so that |
| of being forcibly transferred to another | | | | transferred staff do not feel they cannot move |
| organization as unfair, it may be possible that | | | | on, and creating barriers to communication. Most |
| procedural justice will reduce their perceptions of | | | | importantly, consider how the contract influences |
| unfairness. | | | | your relationship with them. In the UK for |
| What do we mean by Justice? Distributive justice | | | | example if the tupe agreement includes a |
| considers perceptions of fairness of outcomes | | | | mapping-on of salary increases or other awards it |
| (equity, equality, and needs). Procedural justice | | | | is vital that a process is put in place to ensure this |
| emphasises the importance of fairness of the | | | | happens, rather than forcing the transferred staff |
| methods or procedures used (decision criteria, | | | | to continually monitor the situation. |
| voice, control of the process), and Interactional | | | | So do think about the people side of the transfer |
| justice is based on the perceived fairness of the | | | | if you are outsourcing, and remember that you |
| interpersonal treatment received, whether those | | | | need them to be motivated and to continue to |
| involved are treated wish sensitivity, dignity and | | | | perform. Achieving this will be difficult and should |
| respect, and also the nature of the explanations | | | | not just be left to the company you have chosen |
| given. | | | | to outsource to. |