Are you Considering a Restructuring?

As we all start to rethink our approach to work, many leaders are starting to rethink organizations' roles and structure. We are all considering what might work better, what has changed over the last few years, and how we can better support our strategic objectives and better serve our clients.

In considering this, where do you start, and what is your objective in this new organizational structure if you consider restructuring? You probably won't be throwing out the entire structure, but you may consider how the organization is designed, how they support your service offerings, and how you do business.

So, what's the secret in successful organizational structures, and how would a new structure better support your business? Successful organizations prosper because they're clear about their value and because their functions, roles, and processes are all designed to provide value to customers/clients. Knowing this, you may consider a refresh to better support your success. So, where do you even start? Does working with HR experts aid in the development of a success program?

First, Defining Value.

You need to understand the value of your organization. What is your organization’s service, and what is the value your customers/clients see?

DEFINE. The measure of success for every function, process, and performance is whether this value is delivered.

Second, Defining Functions.

Define the organization functions and what services they need to deliver? Before you determine or reconsider organizational functions, processes, and roles, clarify the value your organization. That value, remember, isn't a product or a service or an internal "deliverable." Whatever your organization provides, it's the need or wants to be satisfied. It's the why behind what your organization does.

If you're not sure what value your organization is meant to have, ask yourself what success looks like. What are the one or two or three big signs that your organization is doing a good job? What makes relevant parties happy when your organization has done its job well? Those should clue you into your organization’s specific value.

Third, Reviewing Talent.

now that you have defined steps 1 and 2, we need to think about the talent you already possess and how that talent will fit into the new organizational structure. Consider what functions your organization performs or will perform; don't think about roles just yet. Think first about what value your organization is expected to deliver and what functions make that happen. Write down all the work that gets done or needs to get done. Attempt to account for every function through not directly impacting a client, but also internally to get __________.

Next, ask yourself how each function contributes to the value that your organization provides. Consider also whether that work needs to happen.

Don't confuse functions and roles. This flexibility enables employees to learn all the organization functions over time, builds speed and familiarity with each one, and keeps the work from quickly becoming monotonous.

Because everyone can do everything, sudden reassignments, say when an employee calls in sick last minute, are easier to accommodate. Speed doesn't suffer (too much).

Day-to-day role assignments may not work for your business, but it's still a good idea to keep functions and roles separate in your mind and your future organizational planning. You need to consider the two risks locking

people into roles that don't develop (or enable them to develop). Aligning roles with functions too rigidly can also isolate your people, limiting the number of people with whom they interact and the places where they can add value. But dividing up functions more liberally can bring more variety to each role and expand the areas where people in those roles can collaborate with others on their organization.

Forth, Communicate, Communicate, Communicate.

Clear communication is valuable everywhere, of course, but speed may not be the value your processes should be designed around. People tend to like it, for example, when their doctor takes extra time to listen to them and understand their needs. Medical offices that get patients in and out as fast as possible aren't delivering the value those patients typically want. They soon get a bad reputation. That reputation fares even worse if doctors take ample time with patients, but the staff scheduling appointments have been told to schedule as many appointments as possible.

When you're figuring out how your organization should communicate and collaborate, let the value your organization provides a guide, and make sure the same value guides every member of your organization.

Deciding who makes decisions and in what circumstances can be daunting for managers. A lot can go wrong. Some people enjoy having autonomy and authority over their work, and they'd choose other employment if they had no say over their work and how it gets done. Others don't want the stress of making decisions that could help or harm the company. More people making decisions invites more bad decisions and workplace drama, but fewer decision-makers can restrict an organization’s ability to be creative and innovative.

Whatever you decide about your organization’s decision-making authority, make sure it aligns with and supports the value your organization delivers especially long term. Next, explain to your organization how decision-making on the organization works. No one should be uncertain about who makes decisions and when. Finally, hold people accountable for their decisions. Reward decisions that add value and address issues with decisions that detract from it. That also means holding yourself accountable for how decision-making is done in your organization.

Fifth, Investing in the Organization.

You may have noticed that we haven't covered the essential step of hiring and retaining the right people for the roles you need. That was deliberate. The steps above—clarifying value, considering functions, assigning roles, implementing processes, and deciding who decides— form your organization’s design. Please think of this design as the organization architecture that your organization members operate in, whomever they may be.

Don't be afraid to allow your employees to help shape the overarching organization design. For an organization to be effective, it must be a source of value to its people. People don't stay engaged with an organization or remain on it when that organization doesn't meet their wants and needs. organization input can make a good organization design even better.

Whatever your approach to leadership is, considering each of these aspects might allow you to gain more insight from your organization, improve engagement, and create a distinctive culture.

To help address these topics, and anything related to HR Operations, Communications, or Recruitment, feel free to reach out to BlueFire HR by FutureSense. We are adept at helping organizations tailor programs in rewards, and salary compensation to enable growth and success and offer support and guidance to manage your workforce. If you are interested in learning more about how we can help, need assistance with your workforce strategy, strategic planning, or HR operations; or you need an executive coach to contact us at info@futuresense.com.

About FutureSense 

FutureSense is a management consulting firm that provides integrated solutions to build and sustain human capital capacity. The firm can work with you by offering support and guidance to manage your workforce. To learn more about FutureSense, please visit FutureSense.com.