< HR & Org Transformation Consulting Services

Business Turnaround & Transformation

People risk is the variable turnaround plans most underestimate

Financial restructuring gets rigorous attention — cash flow models, covenant analysis, refinancing options. Workforce restructuring rarely gets the same discipline, despite carrying comparable legal, financial, and reputational exposure. We treat it accordingly.

Our approach draws on Baker Tilly’s broader restructuring and advisory experience, applied specifically to the workforce dimension of a turnaround: who is affected, what the organisation is legally required to do, and how the transition is executed without undermining the recovery it is meant to support.

Workforce restructuring decisions depend on information that isn’t visible from outside the organisation.
Our approach

Seven stages, from diagnostic to post-restructuring review

Each stage is sequenced against the wider financial restructuring timeline, so the workforce plan and the recovery plan move together rather than in parallel.

  1. 1

    Diagnostic

    We assess workforce cost structure, redundancy exposure, key-person risk, and the current legal and regulatory position — typically within days, not weeks. This establishes the actual scope of the people-related decisions ahead, before any plan is drafted.

  2. 2

    Plan design

    A defensible restructuring plan: affected roles and the criteria behind them, cost modelling tied to the broader financial restructuring plan, and a sequenced timeline for execution.

  3. 3

    Legal & regulatory compliance

    All redundancy, severance, and restructuring actions are structured to meet Thai labour law requirements — notice periods, severance calculations, and filing obligations — reducing downstream legal and financial exposure.

  4. 4

    Retention strategy

    Identification of employees whose departure would materially impair recovery, with targeted retention measures developed alongside leadership.

  5. 5

    Stakeholder communication

    Sequenced, coordinated communication across leadership, management, affected employees, and — where relevant — investors and creditors. Messaging is prepared in advance and aligned with the restructuring timeline.

  6. 6

    Execution support

    We remain engaged through delivery, supporting managers through difficult conversations and adjusting the plan as the situation develops in real time.

  7. 7

    Post-restructuring review

    Structured measurement of employee trust and engagement following the transition, to determine whether further cultural or organisational work is required.

How we work

Why this requires an embedded engagement

Workforce restructuring decisions depend on information that isn’t visible from outside the organisation — actual cost data, informal reporting relationships, and the real state of employee sentiment.

They also require real-time judgment as circumstances shift, and sufficient trust with employees and leadership to surface accurate information. For these reasons, our team works alongside your leadership throughout the engagement, rather than delivering recommendations from a distance.

Talk to us before the plan is fixed

The earlier the workforce dimension is scoped, the more options remain open — legally, financially, and operationally.

Speak with our advisory team

Baker Tilly Thailand is part of a global network operating in 140+ territories, combining local regulatory expertise with the advisory discipline of an international professional services firm.

Connect with us

Yundyong Thantiviramanon

Yundyong Thantiviramanon

Managing Partner

Yundyong@bakertilly.co.th View profile