Table of Contents

People Impact Assessment

A People Impact Assessment (PIA) is a structured analysis of how a project or change initiative will affect the individuals and teams within an organisation. It identifies who is impacted, the nature and severity of that impact, and what support interventions are needed to enable a successful transition.

What is a People Impact Assessment?

Definition: A People Impact Assessment systematically evaluates the effects of a change on individuals' roles, skills, workload, location, reporting lines, and working culture. It forms the foundation of an effective change management approach.

Without a clear understanding of how people are affected, organisations risk:

  • Resistance to change due to fear and uncertainty
  • Loss of key talent during transition periods
  • Productivity dips that exceed acceptable levels
  • Failure to realise intended benefits
  • Damage to employee engagement and morale

When to Conduct a People Impact Assessment

A PIA should be initiated as early as possible and revisited as the change becomes better defined.

flowchart LR A[Business Case
Initial Scan] --> B[Design Phase
Detailed Assessment] B --> C[Build Phase
Refine & Validate] C --> D[Transition
Monitor & Support] D --> E[Post Go-Live
Review & Adjust] classDef blue fill:#108BB9,stroke:none,color:#fff class A,B,C,D,E blue
Stage PIA Activity Purpose
Business case High-level impact scan Identify major people impacts to inform investment decisions
Design Detailed impact assessment Map specific impacts by role, team, and location
Build Validate and refine Confirm impacts based on final design, plan interventions
Transition Monitor and support Track readiness, deploy support, manage emerging issues
Post go-live Review and adjust Assess actual vs. predicted impact, adjust support

Assessment Dimensions

A thorough PIA examines impact across multiple dimensions. Each dimension should be assessed for every affected group.

Impact Dimensions Framework

Dimension What to Assess Example Questions
Role changes New, modified, or removed roles Will anyone’s job title, purpose, or scope change?
Skills and competencies New skills required, skills becoming redundant What new capabilities are needed? What training is required?
Workload Volume and nature of work during and after transition Will workload increase during transition? Is this sustainable?
Location Physical workspace, remote working, relocation Will anyone need to move office, work from home, or travel more?
Reporting lines Management structure, team composition Will people report to a different manager? Will teams be restructured?
Processes and ways of working Daily tasks, procedures, tools How will day-to-day work change? What new systems must be learned?
Culture and behaviours Expected behavioural shifts, values alignment Does the change require different ways of collaborating or deciding?
Terms and conditions Contractual changes, pay, benefits, hours Are there any changes to employment terms?

Impact Scoring Matrix

Each impact should be scored for both severity and the number of people affected. This allows prioritisation of change management effort.

Severity Scale

Score Severity Description
1 Minimal Minor adjustment, easily absorbed within normal working
2 Low Noticeable change requiring some adaptation
3 Medium Significant change requiring active support and training
4 High Major change to role, skills, or working arrangements
5 Transformational Fundamental change to job purpose, location, or employment

Impact Heat Map

Group / Dimension Role Changes Skills Workload Location Reporting Lines Culture
Finance team 4 3 3 1 2 2
Customer services 2 4 4 1 1 3
IT operations 3 5 3 1 3 2
Senior management 1 2 2 1 2 3
Field engineers 2 3 2 4 1 2
Important: Impact scores of 4 or 5 in any dimension require dedicated transition support plans. These groups should receive priority attention in change management and communication planning.

Stakeholder Mapping by Impact Level

Once impacts are scored, stakeholders can be mapped to determine the appropriate level of engagement and support.

flowchart LR A[Score
Impacts] --> B{Impact
Level?} B -->|High
4-5| C[Intensive Support
Dedicated plan] B -->|Medium
3| D[Active Support
Targeted interventions] B -->|Low
1-2| E[Standard Support
General communications] classDef blue fill:#108BB9,stroke:none,color:#fff class A,B,C,D,E blue

Support Levels

Impact Level Engagement Approach Typical Interventions
High (4-5) Intensive, personalised 1:1 coaching, role transition plans, dedicated change champions, enhanced communication
Medium (3) Targeted, group-based Group training, workshops, team briefings, Q&A sessions, manager toolkits
Low (1-2) Standard, broad-based General communications, e-learning, FAQs, intranet updates

Transition Planning

For groups with significant impacts, a transition plan should be developed that addresses each dimension of change.

Transition Plan Components

Component Description Owner
Current state profile Document current roles, skills, processes, and structures Business Analyst
Future state profile Define the target operating model for affected groups Change Manager
Gap analysis Identify the differences between current and future states Change Manager
Training plan Map required training to close skills gaps Training Lead
Communication plan Tailored communications for impacted groups Communications Lead
Timeline Phased transition schedule with key milestones Project Manager
Support resources Floor walkers, help desk, coaching, FAQs Change Manager
Success measures How readiness and adoption will be measured Change Manager

Support Interventions

Different types of impact require different support interventions.

Impact Type Recommended Interventions
New system or tool Hands-on training, sandbox environments, quick reference guides, floor walkers
New role or responsibilities Role clarity workshops, updated job descriptions, coaching, shadowing
Team restructure Team-building activities, new manager introductions, clear reporting line communications
Process change Process walkthroughs, updated procedures, pilot groups, feedback loops
Location change Site visits, relocation support, flexible working arrangements, travel guidance
Cultural shift Leadership role modelling, behaviour workshops, values alignment sessions
Redundancy risk HR consultation, outplacement support, redeployment options, EAP referral

Conducting the Assessment

Step-by-Step Process

  1. Define scope – identify which groups and locations are potentially affected.
  2. Gather data – use interviews, workshops, surveys, and process mapping to understand current state.
  3. Map future state – work with designers and business leads to understand the intended changes.
  4. Assess impact – score each group against each dimension using the severity scale.
  5. Validate findings – review with managers and representatives from affected groups.
  6. Prioritise – focus change management effort on the highest-impact groups.
  7. Plan interventions – design support activities matched to each impact type.
  8. Monitor and adjust – track readiness indicators and refine plans as needed.

Common Pitfalls

  • Assessing too late – waiting until the solution is built leaves insufficient time to prepare people.
  • Relying solely on managers’ views – managers may underestimate or overestimate impacts on their teams.
  • Ignoring cumulative impact – multiple concurrent changes can overwhelm teams even if each individual change is manageable.
  • Treating all groups the same – a one-size-fits-all approach fails to address specific needs.
  • Forgetting indirect impacts – teams who interact with changed processes may also be affected.
Last updated: 19 March 2026