The BBC’s decision to ask 12 employees in its Singapore bureau to reapply for newly created roles highlights a growing corporate strategy in workforce management: redeployment over outright retrenchment.

The restructuring is part of BBC News’ broader plan to enhance its round-the-clock global coverage, ensuring that live and breaking news from the Asia-Pacific remains a priority.

While the exercise creates 11 new positions, at least one staff member faces redundancy. The reshuffle primarily affects the News Channel team and the Work and Money unit, which covers business news across the region.

With job postings already circulating, interviews for these positions are set to commence in late February.

Reapplying for roles vs retrenchment

The move mirrors a similar approach taken by HSBC, which recently asked hundreds of managers to reapply for their roles – a strategy often used to streamline operations while complying with employment regulations.

Such an approach aligns with Singapore’s best practices for managing excess manpower. It provides a cushion against abrupt layoffs and encourages businesses to proactively assess skills needed for the future, according to Linda Teo, country manager at ManpowerGroup Singapore, as reported by The Straits Times.

However, this method is not without controversy. As Singapore Human Resources Institute executive director Alvin Aloysius Goh cautions, reapplication exercises can sometimes be a smokescreen for bypassing fair employment practices.

If these restructuring efforts result in worse employment terms for affected staff, they may raise ethical and legal red flags.

Beyond the Singapore office, the BBC’s cost-cutting extends globally. In July 2024, the broadcaster announced a plan to axe 500 jobs by March 2026, targeting £200 million (approx. US$250 million) in savings.

This follows a previous 10% workforce reduction – nearly 2,000 positions – as the organisation grapples with financial constraints.

To soften the impact of layoffs, Singapore’s Ministry of Manpower strongly encourages businesses to offer retrenchment benefits to employees with at least two years of service and ex-gratia payments to those with shorter tenures.

Employees who suspect wrongful dismissal can seek redress through the Tripartite Alliance for Dispute Management.

The BBC’s strategy through the lens of HR

For HR leaders, the BBC’s approach presents a double-edged sword. On one hand, redeployment exercises can be a lifeline – akin to rearranging seats on a ship rather than throwing people overboard.

This strategy minimises job losses while ensuring the business remains agile. Companies that anticipate skill shifts and invest in upskilling employees will find themselves ahead of the curve in talent management.

On the flip side, if not executed transparently, such exercises can breed resentment. Employees may see it as a game of musical chairs where the last one standing is shown the door.

If reapplications result in worse contracts, businesses risk losing trust, hurting morale, and even facing legal battles.

HR professionals should take heed: restructuring should be an exercise in foresight, not just firefighting.

Ethical hiring, clear communication, and a genuine commitment to workforce stability will ultimately determine whether such transitions are seen as necessary evolutions or thinly veiled redundancies.

The BBC’s move serves as a cautionary tale – change is inevitable, but how organisations manage it separates the truly forward-thinking employers from those simply cutting costs.