Our client wanted to undertake a full organisational structure review as well as implementing a new job evaluation scheme to benchmark jobs internally and against the outside market. Previously, the client had attempted a smaller restructure previously which had resulted in some organizational difficulties including grievances and other employee relations issues. Consequently, the client decided that they wanted a fully impartial and independent review and support around the communication and consultation process. They also required support in the negotiation with the recognised trade union, which had been problematic.
Our first step was to carry out a staff survey which gave the review direction and focus. We offered all staff the opportunity of a 1-2-1 and feedback on their individual roles and challenges. We also carried out collective meetings, with groups of managers, teams, stakeholders, and a focus group. We reviewed strategic documents, business plans, policies, and procedures. This resulted in a full review of roles, reporting structures and detailed recommendations of changes that would allow the organisation to respond to their current challenges.
The biggest challenge on this project was to condense a considerable amount of information into digestible chunks for management as well as make recommendations about possible changes. However, the extent of the consultation both individually and collectively resulted in some very compelling outcomes which gave decision makers the confidence to press ahead with some bold and impactful decisions on individual roles, and reporting structures thereby consolidating the business case which underpinned the proposed changes.
New roles were introduced into the structure which brought together otherwise dispersed services. We expanded on the internal capacity of the team to allow them to be more customer focused, the benefit of which was that they could reduce their reliance on expensive external consultants. We were also able to give greater clarity to the role by grouping tasks and activities together more strategically. We also assigned roles and responsibilities at the appropriate level of seniority, allowing individuals to operate at their pay grade.
There were some very minor headcount reductions not to save money but to free up capacity for the more senior and strategic managers. It was an organisation wide task that involved everyone and was viewed skeptically at the outset but which through diligent consultation won round hearts and minds to the benefit of the organisation as a whole.