In the wake of massive shifts in the humanitarian sector, restructuring is an inevitable response to dramatic and widespread funding cuts, reform agendas and changing mandates. It’s no longer a question of when it will happen, but how well it will be managed.
As shrinking teams face increased scrutiny, internal restructuring can easily be perceived as biased. With every decision under the microscope, neutral third parties play a vital role in enacting an irreproachable restructuring process that is fair for all parties.
Ajit Alex leads CTG’s Rapid Recruitment and Deployment (RRAD) team, including spearheading restructuring and workforce transition projects.
The legal and reputational risks of internal restructuring
As CTG’s Rapid Recruitment and Deployment (RRAD) team leader, much of Ajit Alex’s work revolves around restructuring and workforce transitions. This includes large-scale roster development, mass onboarding, ‘T-shirt changes’ between contractors, and sensitive downsizing processes in countries with complex operating environments.
In these contexts, organisations that attempt to manage restructuring internally open themselves up to unnecessary risk and liability. Government oversight, local political dynamics and community relationships often make it impossible for line managers or institutions to be seen as impartial. Even if no favouritism takes place, the perception of bias can be just as damaging, exposing organisations to reputational damage and legal repercussions.
For individual staff members, the stakes are high. Unemployment is rife in many of the settings humanitarian organisations operate in, and losing a salaried position is devastating. Where personal relationships exist, this can lead to potentially volatile confrontations and allegations of bias.
Impartial third parties bring neutrality, transparency and compliance
Ajit’s team is frequently brought in by organisations or companies that need a neutral partner to facilitate necessary restructuring. As an independent intermediary, they conduct assessments and execute terminations in a professional, non-partisan manner.
“Because we are not involved in the project directly, like the running of the operations, the running of the project, involvement with the government, and so on,” Ajit says, “we are not perceived to have any bias. As a neutral third party, we design and run evidence-based processes that remove personal influence from decision-making.”
Ensuring neutrality and fairness through transparent processes
Using structured assessments, independent scoring and auditable digital tools, CTG helps organisations identify which roles and skills are critical to retain for their goals and mandate, and which are not.
A strategic approach paired with best-in-class tools enables CTG to deliver a fully transparent and effective restructuring process.
Over the years, we have invested in several AI platforms and additional tools to strengthen transparency across our operations, allowing full operational visibility at every level. For every decision we make, we can demonstrate a complete history of data, processes and outcomes, leaving no room for doubt or accusations.
Maintaining local and international compliance
With operational experience and local expertise in over 40 countries worldwide, we have some experience in navigating local compliance and regulatory requirements. That same compliance-first mentality guides how we approach restructuring, ensuring all applicable national and international legal frameworks and industry benchmarks are used and complied with.
Recognising the human impact of restructuring
For individuals, restructuring can be deeply personal. “People lose roles, income, and stability often in environments where alternative employment is limited,” says Ajit. “That reality demands empathy, cultural awareness, and structured open communication. How outcomes are communicated matters as much as the outcomes themselves.”
We help clients set clear guiding principles from the start – fairness, transparency and consistency – and then build the process and the messaging around them. When staff know what standards are being applied, what the steps are, and when decisions will be made, there’s less room for rumour and avoidable escalation.
In practice, this looks like:
- all-staff meetings, information sessions and FAQs that explain what’s changing and why
- simple, consistent templates and guidance for managers – including clear dos and don’ts
- clear explanations of the selection process, timelines and how decisions will be assessed
- inclusion and gender considerations built into the approach from day one
As part of the restructuring process, Ajit and his team run workshops that help affected staff prepare for their next opportunity.
Where people are directly affected, we can also support with practical workshops focused on next steps – for example, how to strengthen a CV and prepare for interviews. It’s a straightforward way to show care, without over-promising.
And when questions or complaints come in, we help clients respond consistently by referring back to the principles and the process agreed at the start. That consistency protects staff, managers and the organisation alike.
Neutrality is key for a fair and transparent restructuring
Many of our clients have told Ajit that attempts to design and implement restructures internally backfired spectacularly. When stakes are high and emotions are charged, a neutral third party is key to ensuring fairness and protection for both the company and those being let go.
This is even more important when operating at scale. At CTG, we have the Human Resources experience and expertise to ensure fairness, empathy and strategic alignment.
If you’re facing the need to restructure for any reason, reach out to find out how we can help you responsibly manage this delicate process.