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HR Organisational Re-Design
Definition
Organisational Re-Design here is about looking to help reshape HR teams to become more focused on business delivery while at the same time making sure they deliver on the basics of transactional support.
Approach
Many HR organisations over recent years have been looking to change their way of operating and move to some variation of the Ulrich model with the hope of becoming more strategic and business aligned. There have been as many failures as successes in this HR transformational journey and many excuses for lack of delivery from poor IT infrastructure all the way through to just lack of competence and confidence of HR Business Partners to take on the role. The approach here goes back to first principles and asks the stakeholders (both business and employees) what they want from HR in the first place. Rather than assume a "four box model" will work for everyone it looks at what elements of the model are required for a particular point in the HR evolutionary process. It is a more systemic approach based on many years practical experience working both at the sharp end of HR and at the dizzy heights of sitting at the senior management table. The approach includes: - Stakeholder interviews and evaluation of needs
- HR self perception analysis and diagnosis of current reality
- Exploring key drivers to specific business success
- Organisational design and proposals for change
- Delivery and implementation planning
- Enrolling and engaging the HR team in what needs to change
- Role modelling of required behaviours
- Individual coaching and team development support
Case Histories - An International Telecoms Business was looking for help to provide some external benchmarks and best practice operation to bring their HR Directors up to speed with the world of HR Business Partnering. Interviews with stakeholders followed by a strategic workshop helped them refocus and move to a new organisational model
- A large Scottish Local Authority had started a major review of their HR function with a view to moving to a shared service support and Business partner model. Organisational and process design, job redesign, project planning and scenario training helped them to prioritise and bring forward their plans to move to a shared service and business partnering model
- An international charity was looking to improve their strategic HR delivery particularly at a country level and asked for help in designing an HR Business Partnering model. Interviews of their top 40 leaders together with other stakeholder analysis and HR self perception questionnaires led to a proposal for a business partnering model for international HR delivery.
“Work is about more than productivity. For all our emphasis on individualistic, market competition, people still want to find meaning in their work and in the institutions that employ them.
- David Ulrich
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