Organisational Design

Effective organisational design goes beyond structural concerns.

Whether in the pursuit of efficiency or advantage, or in response to a new mandate, structural changes are invariably complex processes, impacting workforce management and development.

The HR function is responsible for taking the lead in ensuring transformation across the organisation’s culture, human capital and the supporting HR infrastructures.

Processes, structure and culture will be subject to review and redesign to meet organisational objectives, often with a strong emphasis on organisational behaviour, human resource development and change management.

Shared vision – Change is a source of concern among employees. It is for the organisation to be open about the vision for the redesign, and what this means for the organisation as a whole and for them as individuals. Be clear about the imperative for change. This will demand a commitment to employee engagement and communication from the outset onwards, to pre-empt objections, preserve morale and productivity and avoid workforce attrition.

Drive accountability – A new structure will invariably mean a change in governance, roles and responsibilities. These must be defined and assigned early and clearly with performance measures in place.

Efficiencies – It will be important to understand the business processes, workflows, roles and responsibilities, volumes of work, activity analysis and resources that underpin the structure and where opportunities for improvements lie.

Transition management – Planning and implementation of the transition from the old structure to the new will demand sustained focus, resource and effort, including ongoing monitoring of the change impact.