Providing HR support and advice to SME across the UK since 2006
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Providing HR support and advice to SME across the UK since 2006
CASE STUDY
Our client, a well-established membership organisation, had grown exponentially over the last few years. This had led to a recruitment policy of filling in the immediate needs for the business without considering longer term goals and existing staff taking on extra duties which had started out as ad hoc requests but had become fundamental responsibilities.
The Challenge
Whilst the organisation was still growing, its direction of travel had stabilised enough that the senior management team could take some time to review what the team was actually doing, re-adjust roles and duties in order to ensure that the organisation was future proofed going forward.
The Solution
Phase 1: Understanding the strategic direction of the organisation
You can’t future proof your organisation’s structure without first knowing the direction of travel. HRCentral met with the Head of Operations and the Officers to gain an understanding of:-
• Where the organisation had been
• Where it wanted to go and
• The budget it had to work
Whilst it was important to ensure that the new structure going forward would be fit for purpose, which would include new hires if necessary, HRCentral and the organisation wanted to ensure that the new structure included as many of the current staff team as possible.
Phase 2: Initial Job Description reviews
HRCentral then looked at the current job descriptions, identifying the current roles and potential skill overlaps. We sought also sought to identify areas that would need to be developed and those that were potentially no longer needed.
Phase 3: Communication and staff buy in
This is key for any organisational restructure. It helps to ensure staff buy in and alleviate their concerns from an early stage. In order to make the process as easy as possible HRCentral:
• drafted a general communication to go out to the team explaining what was going to be happening and why, positioning the comms highlighting the positives of the proposal
• invited the team to participate in a one-to-ones to discuss their role and responsibilities.
• sent the team current job descriptions with a request to review it and highlight areas they thought required review of further resources or workflows.
When we met with the team we went through their current job descriptions reviewing:
• those duties that were no longer carried out
• other duties that the role had evolved to encompass.
• Their thoughts on career progression and what they thought the organisation needed to improve on to make any new structure work
Phase 4: De-brief with the senior management team
After the one to ones had been completed, we met again with the Officers to outline some key issues that had been raised at the ones to ones.
The Result
Now that we had all the information we needed, we were able to draft the new structure.
• Identifying key posts: these would be the key drivers of the organisations growth and the supporting position that would be required to allow the organisation to meet their strategic objectives
• Clearer roles and responsibilities: The new structure cut down on internal senior conflict by ensuring that reporting lines were clearer. Important but key administrative tasks were also assigned to roles much better suited for those tasks
• Career development: The new structure has incorporated existing staff who wanted career development
The Conclusion
Organisation restructures can be challenging, but together with our client, we used this chance help our client create a new working environment which would last them through this next period of growth.
Businessbenefits
Future-Proof Organisational Structure
By aligning roles and responsibilities with the organisation’s long-term strategic goals, the new structure ensures resilience and scalability as the business continues to grow.
Improved Operational Clarity
Clearer reporting lines and defined job descriptions reduced internal conflict and duplication of effort, leading to more efficient workflows and stronger collaboration across teams.
Retention of Talent
The restructuring process actively incorporated existing staff wherever possible, preserving valuable organisational knowledge and maintaining continuity of service.
Enhanced Employee Engagement
Early communication, one-to-one consultations, and opportunities for input gave employees ownership in the process, resulting in stronger buy-in and reduced resistance to change.
Optimised Use of Resources
By identifying overlapping roles, outdated duties, and areas requiring new skills, the organisation could allocate its budget more effectively, ensuring investment in key posts that drive strategic growth.
We're here to help
Is your organisation structure still working for you? Can it deliver your business goals?
If not, we can help you to redesign internal structure to ensure you are ready for the next stage of your business development.
