My company has just been through a big restructure. Luckily, I'm still employed, but my job has changed dramatically. As I've worked here for many years, everyone expects me to know my way around, but it is like starting a new job without the induction. Are there any strategies for settling in quickly?'

This is one of the great examples of why change programmes go wrong, despite all the planning and thinking that goes into them. One of the ironies of change is that often more time, effort and care goes into those leaving the organisation compared with that applied to those who remain. While it is critical for morale during the process of change that those who stay believe that those who leave, voluntarily or not, are being well looked after, this is not critical for performance in the medium to long term. Change programmes must take as much interest in those who remain as they are often in significantly altered circumstances and at some risk of failing to perform.

If you find yourself in this position, then the following strategies will pay significant dividends:

- Ensure the role is well-defined

This is the first pitfall and needs avoiding at all costs. You may be lucky and have a detailed role profile; more likely, you have an outline set of tasks and responsibilities; sometimes all you have is a job title. Whatever you have, if it's a new job then you've got a great opportunity to shape it in such a way that you'll be able to do it successfully. The worst outcome is to let everyone else's expectations shape it such that you are set up to fail.

Get your bosses to outline their expectations for the next six and twelve months. What is regularly expected? What are you responsible for ensuring happens? Are there any projects or changes that you are expected to deliver? If there are major internal customers, get to them quickly and go through what you've agreed with your boss - if there's a conflict, then get your boss to resolve it if you can't.

- Be clear on success

Everyone who relies on you doing this job well will have success measures for it. The chances are that they won't all be the same and some will, inevitably, conflict. What you need to understand quickly is what these expectations are. Your boss will be the greatest source, but sometimes, especially in changing times, getting their bosses' views is equally helpful. Important customers, internal and external if you have them, will also be able to help you. The simplest formulation for success is twofold: first, anything quantitative that is relatively easy to measure; and secondly, a qualitative aspect - the best is: “If I am successful what would you see, hear and feel?” Eventually these can be translated into Smart (Specific, Measurable, Achievable, Realistic and Timed) objectives.

- Create your own induction

Don't wait for the organisation: taking your new role description and success measures, work out what it is in the role that is new, unfamiliar or would benefit from a revisit and general updating. Agree a schedule of meetings, time out for reading materials and visits with your boss. If necessary, get them to agree to training or access to a coach or mentor for the first few months.

- Christopher Bones is Dean of Henley Business School at the University of Reading. Send questions to: businessfeatures@thetimes.co.uk

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