Mark's story isn't just about one individual's plight; it's a stark symptom of deeper issues within an organisation's leadership and culture. As an expert in employee experience and culture change, I see this pattern emerge when businesses fail to understand the intricate psychology of their workforce.

✳️ Communication Breakdown: Often, when strategic changes occur, the "why" isn't adequately communicated to everyone. Leaders might assume that a new direction is self-explanatory, but without clear, consistent, and empathetic communication, employees fill the void with assumptions – usually negative ones. Mark wasn’t told about his changing role or how his skills might be redeployed; he was simply bypassed. This lack of transparency erodes trust.

✳️ Neglect of Strategic Talent Management: A truly effective organisation views its people as its greatest asset. This means not just hiring well, but actively managing, developing, and retaining talent throughout their entire tenure. Sidelining a long-serving, successful employee indicates a failure to strategically plan for their evolving role within the new landscape. It's a costly oversight that suggests a short-sighted approach to human capital. Add to this “off-shoring” strategic services, like HR, and you can see costs continue to escalate.

✳️ Culture of Expediency over Empathy: In the rush to implement new strategies or achieve quick wins, some business cultures inadvertently prioritise immediate tasks over the well-being and long-term engagement of their people. This can lead to a transactional approach where employees are seen as cogs, rather than valued contributors with unique experiences and potential. A healthy culture fosters a sense of belonging and purpose, ensuring that even during change, no one is left feeling irrelevant.