By the end of the course, participants will be able to:
Differentiate between common organizational structure archetypes and realize the impact of each on individual and organizational performance
Analyze organizational design elements to include but not limited to strategic goals, scope of operation, governance, competence and span of control.
Co-design or redesign organizational structure using a comprehensive toolkit.
Improve organizational readiness level to change through the identification enablers such incentive schemes or operating mechanism.
Apply workforce planning methods to define workforce gaps on departmental and organizational levels.
Learn about and acquire HR skills needed for an organizational design professional such as job evaluation and job description writing.
The course is designed for Human Resources professional, HR business partners and HR planning staff that are directly involved in planning or overseeing the processes of organization design.
Job Description Writing
Compensation and Benefits
Learning and Development
The evolution of organizational design modelsDefinition and objectives of organizational designEvolution of organizational design models and the characteristics of eachLeavitt Diamond Model (technology, task, people and structure).Galbraith Star Model (strategy, structure, processes, rewards and people).McKinsey 7S model (strategy, structure, systems, staff, skills, styles and shared values).Burke-Litwin model (McKinsey 7S model factors in addition to external environment, performance and feedback).
Organizational archetypesCommon types of structures and the implications of each on organizational effectivenessFunctionalGeographicalCustomer or MarketProductProcessMatrixNetworkStructured networkFrameworks to help you position your organization and determine essential factors such as positions overlap and span of control.Environmental complexity and stability framework.The work standardization framework: work variety vs internal ability.Classification of operating mechanism.
Functional tool kit for design and redesign of optimal organizational structuresWho to involve and what is the role of HR roles and responsibilities?Elements to analyze and consider:Goals - linking structure to strategy.Limits – scoping (geography, function, business unit…etc.) and focusing organizational design work.Activities - defining key activities to deliver strategy and decision requirements.Units - separating functions into units to drive focus and specialization.Links - coordinating and collaborating across units to avoid silos and foster cooperation.Shape - defining spans and hierarchy layers.A comprehensive toolkit and associated tools needed to plan for and design your organizational structure.A radar chart to indicate change initiatives required for the success of new design.Radar elementsEnablers such as incentives, rewards and governanceOperating mechanismNew structure description such as roles, competencies and sourcing routesCultural norms and behaviors to be influenced.
Work force planningDefining workforce planning Forecasting employee needsStatic approachDynamic approach Keys to successful workforce planning The strategic staffing processesDemand analysis Trend analysis Ratio analysisZero manning methodologyCapturing and tabulating information
Essential skills to master as an organizational design and workforce planning professionalJob evaluation: the Meirc job evaluation system uses and implicationsJob description writing for new or amended roles in compliance with job evaluation system factor requirements.Salary structure and incentive schemes.Improving staff readiness levels through learning and development.