Change is never easy, especially in a workplace where people have been doing things a certain way for years. While new ideas and fresh thinking are essential for progress, getting existing employees to embrace change can be a challenge. Many may seem open to change at first, but when difficulties arise, they often fall back on old solutions—solutions that may have been abandoned in the past for good reason. This hesitation slows down progress and makes it hard for a company to move forward.

One of the biggest obstacles to change is the reluctance of employees at the execution level. These are the people responsible for putting new plans into action, but if they are not fully on board, progress stalls. Many employees resist new tasks because they require learning new skills and stepping into unfamiliar roles. This discomfort can turn them into barriers rather than supporters of change. Reforming employees to accept change and ensuring a smooth transition is difficult, especially in a short period.

Global Approaches to Workforce Management

Different countries handle workplace change in different ways. In Japan and India, companies rarely downsize their workforce. Letting go of employees is considered a serious decision that affects morale and makes it harder to attract talent in the future. Instead, companies focus on restructuring and training employees to adapt to new roles.

In contrast, in the United States, downsizing is often seen as a positive business move. When a company announces layoffs, its stock price may rise because shareholders see it as a sign of efficiency. A well-known example is Steve Jobs’ return to Apple in the 1990s. He cut over 4,000 jobs to restructure the company, which ultimately led to Apple’s remarkable turnaround. Similarly, Howard Schultz, the former CEO of Starbucks, sought advice from Jobs when trying to revive Starbucks. Jobs told him that if his key staff members weren’t aligned with the new vision, he needed to replace them. Six months later, when Schultz met Jobs again, Jobs pointed out that delaying change had already cost him valuable time.

Challenges in the Maldives

In the Maldives, the approach to workforce management is different. Capable and committed professionals are limited, making downsizing a less favorable option. In the public sector and state-owned enterprises (SOEs), the priority is often maintaining jobs rather than increasing efficiency. This leads to overstaffing, where the main focus is payroll rather than productivity. However, the private sector is more adaptable, running on leaner teams and striving for efficiency. The hotel industry, for example, has well-structured management practices, while other private businesses are gradually improving as competition increases.

Strategies for Implementing Change SuccessfullySince downsizing is not always a practical option in the Maldives, companies must find ways to reform and engage their existing workforce. Here are some key strategies:

Clear Communication of Vision – Employees need to understand why change is necessary and how it benefits both them and the company. Transparency from leadership builds trust and reduces resistance.Involvement in

Decision-Making – Employees should be part of the change process. When they feel heard and valued, they are more likely to support new initiatives.

Training and Skill Development – Fear of the unknown is a major reason for resistance. Upskilling programs can give employees the confidence to embrace new roles.

Gradual Role Transitions – Sudden changes can overwhelm employees. Phasing in new responsibilities over time allows for smoother adaptation.

Strong Leadership Support – Change starts at the top. When leaders actively participate in and advocate for new strategies, employees are more likely to follow.

Conclusion: Adaptation Over Elimination

Instead of focusing on downsizing, companies in the Maldives should prioritize reforming and reskilling their workforce. With the right approach, even the most change-resistant employees can become key drivers of progress. Transformation is not just about replacing people—it’s about guiding them through the journey of change.